Message from the Vice President · Intramurals, development of a video tour for prospective...

Message from the Vice President

On behalf of the Division of Student Affairs (DSA) at CSU Channel Islands (CI), I am pleased to present, our

2010-2011 Annual Report. As we approach our tenth year as the 23rd University in the Cal State System, the

DSA has taken the opportunity to reflect on our unique past, appreciate the rewarding present and anticipate

the incredible possibilities of our next decade. Student Affairs’ purpose is to place students at the center of

the educational mission of the University. Through our intentionally designed needs-based programs and

services, CI’s Division of Student Affairs is committed to providing CI students with excellence in all co-

curricular offerings in Student Life, Housing and Residential Education, Enrollment Services and the Student

Union/Associated Students Incorporated. It is through our core values of integrity, commitment,

collaboration, diversity and excellence that the staff and administrators in Student Affairs at CSU Channel

Islands provide guidance to students as they embark on their educational journey. This Annual Report is

simply a testament to the staffs’ hard work, dedication and commitment throughout the year.

The Report provides a synopsis of the 2010-2011 aims, accomplishments and operational challenges for the

Division as well as our future (2012-2013) aims. Despite severe budget cuts to the CSU, staff turnover and

hiring freezes, the Division of Student Affairs continued to provide intentional programs and services designed

to meet the core needs of our students. However, as the campus moves forward with an aggressive plan for

growth, the need for additional resources is inevitable in order to meet the complexity of programs and

services for our diverse student population.

In addition, I am elated about the Division-wide training which is transitioning Student Affairs from a

traditional service model to a student learning outcomes model. This innovative training was designed in order

that all members of the Student Affairs Division would become fluent in the language, understanding and

practice of creating and developing needs-based programs and measureable learning outcomes. Our vision is

that CSU Channel Islands Division of Student Affairs will be a national leader in assessing learning outcomes for

student needs-based co-curricular programs and services.

I hope you find this report informative, and I look forward to CI’s next decade as we continue the spirit of

Student Affairs’ core values and the visionary thinking which makes Channel Islands a “Great College to Work

For!”

Sincerely,

Wm. Gregory Sawyer, Ph.D.

Vice President

Division of Student Affairs

Division of Student Affairs

At a Glance

CI Mission Statement

Placing students at the center of the educational experience, California State University

Channel Islands provides undergraduate and graduate education that facilitates learning

within and across disciplines through integrative approaches, emphasizes experiential and

service learning, and graduates students with multicultural and international perspectives.

Division of Student Affairs Mission Statement

Placing students at the center of their educational experience, the Division of Student

Affairs supports and enhances learning and the University community through quality co-

curricular programs, activities, facilities, and services.

Division of Student Affairs Core Values

Excellence

Diversity

Collaboration

Integrity

Commitment

Division of Student Affairs Goals

To recruit, enroll, retain and graduate a diverse student body at both the

undergraduate and graduate levels.

To encourage a learning community in and beyond the classroom that promotes

academic excellence and personal development of students. Leadership

participation and community involvement will be emphasized. Understanding and

appreciating diversity will be embraced in order to prepare students for life after

the university experience.

To offer programs and services for students that enhance their quality of life at CI.

In addition, the Division of Student Affairs will offer programs and services that

foster positive relationships between members of the campus and surrounding

communities.

To prepare students for life-long learning and ongoing personal development;

provide opportunities for the learning and development of the whole person; and

to continually evaluate and improve the quality of programs and services offered to

students.

Annual Report 2010-2011

Table of Contents

Section 1: 2010-2011 Aims ............................................................................................................... Page 1

Section 2: Highlights/Accomplishments .......................................................................................... Page 6

Section 3: Professional Development (Publications, Presentations, Degrees) ....................... Page 8

Section 4: Operational Challenges ................................................................................................ Page 10

Section 5: 2011-2012 Aims ............................................................................................................. Page 13

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Annual Report

Section 1

2010-2011 Aims

Aims Met Unmet

Please indicate how each aim was met. If the aim

was not met, please explain why.

ASSOCIATED STUDENTS INC.

1 ASI operates a well maintained Student

Union which feels warmly welcoming. X

This past year, ASI collaborated with the art department in

attaining and displaying CI student art within the building.

Seating has been rearranged throughout the building, new

chairs have been purchased for the Game Room, and

permanent legs were affixed to the Dining Room chairs; all

with the intention of creating spaces that are comfortable

and welcoming and which promote the fostering of

community (fundamental purpose of the Student Union)

between students, faculty and staff.

2

The Student Union will host events,

programs, and activities which will

foster community and develop CI pride.

X

The Student Union has organized, implemented and

collaborated with various organizations and departments

in hosting events in the Student Union that intentionally

foster community and develop CI pride. A few of these

events include: live music 4-6 times per week, Noon

Forums, honor society ceremonies, inter/national and

multicultural celebrations, awareness events, weekend

events, and student organization meetings.

3

ASI will create opportunities for

leadership development through

educational and experiential learning.

X

A large priority for the ASI professional staff has been

implementing leadership development opportunities for CI

students. Leadership development has been added to the

Student Union student employee biweekly meetings and

biannual trainings, for the ASI entity leaders through a

book club (Exploring Leadership by Komives, Lucas &

McMahon), during the inaugural ASI entity retreat, and

through campus-wide CI Leadership Definition

presentations (Dr. Leonard’s math class, Back to Basics,

HRE leadership seminar, ASI Board, and LEAP leaders).

4

ASI will create ongoing and purposeful

professional development opportunities

for the professional and student staff.

X

The ASI professional staff continuously looks for

opportunities to promote professional development both

within ASI and with colleagues from the Division of

Student Affairs. This past year, the Executive Director

hosted two journal article discussions for the Vice

President’s Executive Team, implemented a book club for

ASI advisors (read two books), supported attendance to

the ACUI regional conference, and met quarterly with the

ASI Budget Assistant to discuss articles found within The

Bulletin pertaining to current research and practice within

the profession of Student Union management.

5

ASI will regularly review policies and

procedures to ensure they are relevant,

efficient, and meeting the needs of our

current student body.

X

With only two full-time ASI professional staff, efficiency is

a necessity. As a result, the ASI staff regularly questions

current practices to ensure student needs are being met

and efficiency and effectiveness is maximized. This past

year we saw significant changes related to the funding

request process for student organizations; the selection

process for the top two leadership positions within SPB,

CI View and Nautical; and the hiring of an ASI Budget

Assistant and Marketing Assistant. In addition, changes

were made to the ASI Bylaws pertaining to the time

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commitment associated with the Chair and Vice Chair

positions, removal of proxy voting (as mandated by

AB1233), and clarification of use of non-profit information.

6

ASI will regularly assess its programs,

services, and operations to ensure they

are meeting the needs of our current

student body.

X

The ASI professional staff continuously assesses its

programs and initiatives to ensure the stated learning

objectives are being met. A few of the assessments taken

over the past academic year have included: ASI Entity

Book Club, Student Union student employee training, and

ASI Board Training.

ENROLLMENT SERVICES

1

Foster a caring, collegial, creative,

innovative, and productive work

environment committed to the

University vision and goals.

X

ES actively sought creative ways to address increasing

workloads. Staff collaboration in the nomination process

resulted in DSA awards recognition and extensive

participation and success in the campus Innovative Ideas

competition.

2

Develop and appropriately disseminate

educational resources to support access

and retention.

X

The campus exceeded the funded target (2957),

annualizing to 3271.45. HSI criteria met. Direct lending

was implemented and financial aid served 150% of the

number of students served previously.

3

Collaborate in the implementation of

strategies that support strategic

enrollment to achieve University goals.

X

Collaborative strategies included: financial aid (FA)+

recruitment for student follow-up; admissions + records

for front-end evaluation of transfer credit; records +

academic affairs to use permission numbers for adding

classes; records + Vets’ services to identify, grow, and

serve Vets; student systems (SS) + FA to eliminate paper

files; SS + extended U to implement self-service; SS +

records + A&IT to develop transcript order page.

4

Incorporate technology as a tool in

order to facilitate access, graduation,

and sustainability.

Admissions used self-reported data to process over

10,000 applications; eTranscript California implemented

9/10 eliminating 3200 paper transcripts; Assist Load

implemented 2/11 streamlined transfer credit evaluations.

Imaging processed over 120,000 documents, a 25%

increase over 2009-10; DPR Analytics Database identified

batch 33% of new transfers for batch GE certification

process. DPR requirements for 2011-12 were built into CI

Records prior to June Advising Workshops.

HOUSING AND RESIDENTIAL EDUCATION

1

To establish and maintain reasonable

community standards that are publically

communicated and routinely enforced.

X

HRE increased correspondence to students this year via

email and regular floor meetings resulting in greater

programmatic and administrative process clarity. We have

reinforced the value and importance of academic and job

performance excellence through clarifying grade

expectations, providing clear performance appraisals, and

providing academic and professional support for student

employees.

2

To confirm that CI is a high quality

conference site for potential clients

through clear and responsive

information from initial inquiry to

contact.

Fielded 10 inquiries from prospective clients resulting in 3

new contracts for 2010-11, in addition to the 6 groups

returning from prior years.

3

To provide timely, effective, and

responsive service to meet the needs of

residents.

X

HRE achieved this aim through a number of initiatives

including on-line maintenance requests, completion of 363

financial aid deferrals for payment of housing fees,

organized system for prompt response to all emails and

phone calls, transferring all historical files to electronic

files.

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4

To create a living-learning environment

that promotes and supports academic

success and promotes a physically,

socially, and emotionally safe

environment for students.

X

HRE achieved this aim through a variety of programmatic

efforts including 195 well-attended dimensional programs,

collaboration with Campus Recreation to support

Intramurals, development of a video tour for prospective

students and their parents, establishing an electronic key

laptop that can be used portably throughout the campus in

the event of a power disruption. Further, HRE completed

a wireless connection upgrade in Santa Cruz Village in Fall

2010 to better support student computing needs. Finally,

HRE facilitates safety and comfort of our facilities through

monthly health and safety inspections of resident rooms.

STUDENT LIFE

1

Work collaboratively to achieve more

effective and efficient services for

students.

X

Island View Orientation, EOP Summer Bridge, Student

Leadership Awards, Veteran Programs, Staff vs. Student

Volleyball, Grad School Fair, Career Fair, Testing

Accommodations, Alternative Media, CI Leadership

Definition, Welcome Celebration, Ask Me Campaign, Flu

Clinics, Alcohol.edu, Involvement Fair, Block Parties,

Women’s Recognition Luncheon, College for a Day,

Pathways to College, Dolphin Days, Summer Road Trip,

and Family Weekend.

2

Provide effective internal and external

communication regarding programs and

services which support the University

and Division missions.

X

Student Life Staff Retreat, Newspaper/Press Releases,

Wavelength articles, Channel articles, Island News

reports, Annual Chancellor reports for Outreach, grant

funded programs, and biennial student activities report.

3

Contribute to sustainability efforts by

improving technology practices to

effectively communicate with the

campus community.

X

Titanium purchase, Advocate Judicial Affairs programs,

CareerLink attached to myCI homepage, AIMS

Accessibility System, Blumen Reporting for TRIO funded

programs, Wufoo Licenses, and RegOnline.

4

Identify CI student leadership

characteristics and develop programs

and services that cultivate these leaders.

X

CI Leadership Definition, B2B, EOP Peer Mentor training,

Student Assistant Training, Orientation Leader training,

Multicultural Leadership Coalition, Peer Educators and

Health and Wellness Student Staff Trainings.

VICE PRESIDENT FOR STUDENT AFFAIRS OFFICE

1 To help define the Division's

philosophy, role, and purpose. X

The philosophy was shared during the annual State of the

Division Address prior to the start of the fall semester.

2

To create and inspire the overall

success and development of the

Division and its staff.

X

The Celebration of Excellence event provided an

opportunity to recognize and appreciate the

accomplishments and achievements of staff/administrators

in the Division.

The Staff Development Committee provided multiple

opportunities for staff to engage in personal, professional

and philanthropic events (i.e. Take Five Emails, Lunch

Bunch, Taco Tuesdays, raising money for charities, Kudos,

etc.) throughout the year.

The Vice President encourages, supports and recognizes

all staff/administrators currently enrolled or recently

graduated from degree programs (i.e. Bachelor, Master

and Doctorate).

Celebrated and appreciated staff/administrators and

students during fall and spring luncheons/dinners.

Celebrated staff/administrator birthdays (i.e. birthday cards

and lunch, etc.).

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Performance Review Feedback (positive points and

constructive criticism provided during evaluation

meetings).

Holiday Celebration in December for the entire Division

(i.e. food, staff social and “white elephant” exchange).

State of the Division Address (gives annual charge and

direction for Student Affairs).

The Division recognizes staff/administrators who have

presented at a regional, national or international

conference and/or have had an article or book published.

3

To articulate and embody the core

values and beliefs of the Division

(personification or the Division).

X

Copies of the Division’s values were shared and discussed

with the President’s Assessment Council.

A copy of the Division’s values has been included in the

Strategic Plan 2011-2016.

The values were articulated to the Division during the

annual State of the Division Address.

4 To provide vision, leadership, and

direction for the Division. X

The vision was articulated to the Division during the State

of the Division Address.

The Vice President attended and provided updates, plans

and progress towards our Division goals at area retreats.

The Division’s Strategic Plan for 2011-2016

The VP office presented the Exec. Team with a copy of its

“Four Core Divisional Emphasis” (Career, Leadership,

Multicultural, and The CI Character). These emphases

point to a programmatic shift in direction for the Division.

The VP office “Need and Aim Statements” served as a

model for the Division and had an impact on the quality of

aims that were written in several Division areas.

The continued work and guidance from the VP office on

the completion of the Success Indicators

Workshops explaining the newly created DSA Fiscal

Operations Manual.

5

To serve as a central office of

communication for internal and external

constituents.

X

The VPSA office reviewed and edited all grants prior to

submission.

The Student Guidebook, DSA Catalog content, DSA

Schedule of Classes content, Staff Resource Guide, major

publications, flyers, brochures and web-content were

reviewed and edited by the VPSA office.

Annual Report

The Division’s Strategic Plan (2011-2016)

The Vice President provided updates to the Exec. Team

regarding important information from Cabinet (as

appropriate), and then the Exec. Team disseminated to

their respective staff.

Information and data recorded in TK20 that is open the

campus community

Information provided to the President’s Assessment

Council on the Division’s assessment plan

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The Annual State of the Division Address for 2010-11

Information provided to the University’s Physical Master

Plan Committee regarding Student Affairs needs

6

To ensure sound allocation and

management of financial, human, and

physical resources.

X

All requests for new personnel and/or organizational

initiatives were reviewed and approved through the

VPSA’s office to ensure appropriate classification, salary

and financial sustainability.

Various Division members were selected to meet with the

Physical Master Planning group (ASG) to articulate physical

resource needs for the next 10-20 years.

The DSA Area Heads were asked to determine the short

and long range physical needs for their areas.

A Fiscal Operations Manual was created to assist with

sound financial management.

7 To coordinate Division-wide training

and co-curricular programs. X

Individualized and group trainings were developed and

implemented to ensure progress and completion of the

Success Indicators.

8

To coordinate and monitor assessment

of Division programs and services and

to use assessment data to improve

program performance and outcomes.

X

Revised Success Indicators 1 and 2 and added a

presentation component

Examined and provided feedback on each areas written

responses to Success Indicators 1 and 2

Observed and gave feedback to the DSA Area Heads on

their presentations of the Success Indicators

Met with individual middle managers on the Success

Indicators

Participated in the Educational Advisory Board Webinar

on learning outcomes and follow-up meeting

Provided TK20 Training to the Exec. Team

VP office staff inputted Division data into TK20

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Annual Report

Section 2

Highlights/Accomplishments

Please insert your Top five (5) area Highlights/Accomplishments.


1 ASI professionalized the selection process for the top two leadership positions within Student Programming Board, The

CI View student newspaper and The Nautical yearbook.

2 ASI rewrote their Statement of Purpose.

3 Additional opportunities for leadership development and student learning outside of the academic classroom were

created and implemented (Noon Forums, leadership trainings, CI Leadership Definition).

4 ASI implemented a new student organization budget request process.

5 ASI hired a Budget Assistant and Marketing Assistant. Both positions are held by CI students, which work

approximately 20 hours a week.

ENROLLMENT SERVICES

1 ES implemented communications & technology to evaluate applications, process financial aid verifications, register and

graduate the targeted number of students, achieving 100% of campus goal while graduating 10% more students.

2 Implemented Direct Lending including technology to automate updates of student awards allowing for timely

disbursements and significant labor savings.

3 Automated and improved processes through implementation of Assist Load, providing front-end transfer credit

evaluations for all spring students, and implementing add process using permission numbers.

4

In support of sustainability, reduced paper usage by implementing e-transcript California; scanning 25% more

documents; transitioning financial aid to using Hershey Singularity instead of paper files; and updating and improving

student and faculty forms available on-line .

5 Despite staffing challenges, admissions and recruitment processed 12% more freshmen and 4% more transfer

applications and met and exceeded published deadlines for decisions.


1 Development of the CI Leadership Definition, in conjunction with other DSA leaders. Implementation phase begins in

2011-12.

2 Organizational stability, a full staff for a full year, allowed overall forward momentum and improvement in program

development and service delivery.

3

Improvement of training and selection programs for HRE student leaders. Specific achievements include a lower

turnover rate of Resident Assistants, the development of the Senior Community Advisor position; SCA’s will advise

and supervise other student leaders, and providing training seminars during the RA selection process.

4

HRE staff advise a number of student clubs and organizations contributing to the development of student life; 4 HRE

staff serve as advisors for 6 student clubs or organizations on campus. In collaboration with Student Life, a new

student leadership group was started this year for those seeking a career in student affairs.

5

HRE staff are actively involved in professional organizations for the purpose of professional development and increasing

the CI’s profile within our profession. 7 of our 11 staff attended regional or national conferences to represent CI.

One staff member served on a regional executive board, another staff member chaired a regional committee and

hosted the first CSU Conference Summit, and another staff member served on a regional committee and was elected

to a regional board for 2011-12.

STUDENT LIFE

1 Grants Awarded and Written: ETS, SSS, Project ISLAS, and Department of Boating and Water Safety

2 Designated as a Veteran Friendly Campus

3 AlcoholEdu completed the most successful program in the four years it has been used at CI. 100% of the housing

students completed both Part 1 and Part 2.

4 Student Leadership Programs collaborated with Housing and Residential Education to plan the first Student Affairs

Interest Group – an informal group for students interested in pursuing a career in student affairs.

5 Facilitated 109 judicial cases that were submitted by HRE, police department, faculty, students and staff.


1 Drafted the Division’s five-year Strategic Plan for 2011-2016

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2 Enhanced training for the DSA on the Planning, Implementation and Assessment model through Success Indicators

3 Fiscal Operations Manual and Training Completed

4 Design of the BISC (Boating Instruction and Safety Center) completed with OPC

5 Completion of VPSA office Needs and Aims

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Annual Report

Section 3

Professional Development (Publications, Presentations, Degrees)

PUBLICATIONS

Name Title

Dr. Genevieve Evans Taylor "How to Win People Over with your Interview" YoPro Magazine

Dr. Genevieve Evans Taylor "Communication Between the Genders" YoPro Magazine

Kari Moss "Cliché" The Cider Press Review, Spring Edition

Dr. Alan Pasternak "The Lost Soldier: Effects of the Vietnam War on Non-combat Soldiers"

Pirate's Alley Faulkner Society: Double Dealer Redux

PRESENTATIONS

Name Conference & Location Presentation Name

Breana Christie &

Vanessa Mendoza

Ventura County Special Populations Conference;

Camarillo, Ca "Different Paths, Same Direction"

Jay Derrico & Damien Peña CLU Student Leadership Conference "The Relationship Between Motivation

and Success"

Jay Derrico & Damien Peña CLU Student Leadership Conference "Leadership in Higher Education - Tips

and Tools for First-time Professionals"

Debbie Gravelle &

Dr. Alan Pasternak

NaBITA National Conference;

New Orleans, LA

"Study of Success: An Example of What

Does Not Reach the Front Pages of the

Newspapers; a Safe and Successful

Intervention"

Dr. Jaimie Hoffman ACPA Annual Conference &

NASPA Assessment Persistence Conference

"Perceptions of Assessment

Competency Among New Student

Affairs Professionals"

Dr. Jaimie Hoffman WASC Academic Resource Conference

"Assessing the Effectiveness of Co-

curricular Programs: Building

Institutional Capacity and Staff Skills"

Dr. Alan Pasternak

BACHHUS National Conference, Indianapolis,

IN; NASPA Mental Health National Conference,

Miami, FL; NASPA Alcohol & Other Drugs

National Conference, Miami, FL

"Sexual Awareness: Drinks, Consents,

Drugs, and Rape"

Ginger Reyes CSU Community College Virtual Counselors

Conference

"New Community College Counselor

Workshop"

Ginger Reyes CSU High School Counselors Conference,

Pasadena, CA & San Diego, CA

"New High School Counselor

Workshop"

Elizabeth Miller

Western Association of College and University

Housing Officers Annual Conference and

Exposition

"Pa-Pa-Pa Pokerface: A Guide to

Navigating Institutional Politics"

DEGREES IN PROGRESS

Name School Degree

Raquel De Los Santos CSU Channel Islands B.A. in Sociology, Minor in Performing

Arts

Angelika Esser CSU Channel Islands B.A. in Art History

Geri-Lyn Mills CSU Channel Islands B.A. in Liberal Studies, Emphasis in

Science

Valeri Cirino-Paez California Lutheran University M.S. in Counseling and Guidance

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Colleen Forest CSU Northridge M.A. in Educational Administration

Erica Martinez CSU Northridge M.A. in Educational Leadership & Policy

Studies

Kellen Smith University of La Verne M.B.A. with Emphasis in Management

Leadership

Russell Winans CSU Northridge M.A. in Educational Administration

Amanda Carpenter California Lutheran University Ed.D. in Higher Educational Leadership

Janson Chapman Walden University D.B.A. in Leadership

Jennifer Chapman University of the Rockies Ph.D. in Organizational Leadership

Cindy Derrico Azusa Pacific University Ed.D. in Higher Education Leadership

Debbie Gravelle California Lutheran University Ed.D. in Higher Educational Leadership

Lori Macdonald California Lutheran University Ed.D. in Higher Educational Leadership

Damien Peña California Lutheran University Ed.D. in Higher Educational Leadership

Ginger Reyes Pepperdine University Ed.D. in Organizational Leadership

Toni Rice Ventura College of Law Juris Doctorate

DEGREES COMPLETED SINCE MAY 2010

Name School Year Degree

Kristin Brooks CSU Northridge May 2011 M.A. in Educational Leadership & Policy

Studies

Janice Jones CSU Northridge May 2011 M.A. in Education

Janson Chapman Ashford University May 2010 M.A. in Organizational Management and

Organizational Leadership

Arjelia Guillen CSU Northridge May 2010 M.A. in Educational Leadership & Policy

Studies

Vanessa Mendoza CSU Northridge May 2010 M.A. in School Counseling

Christine Thompson Ashford University July 2010 M.A. in Organizational Management and

Organizational Leadership

Cris Powell University of Southern

California July 2011

M.E. in Post Admin Student Affairs &

Athletic Administration

Venus Tamayo California Lutheran

University May 2011 M.S. in Counseling & Guidance

Steven Cosgrove CSU Northridge August 2010 M.S. in Public Administration

Haida Jimenez California Lutheran

University May 2010 M.S. in Counseling & Guidance

Jane Sweetland California Lutheran

University May 2010 Ed.D. in Educational Leadership

Jaimie Hoffman UC Los Angeles December 2010 Ed.D. in Educational Leadership

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Annual Report

Section 4

Operational Challenges

Please select the factors which contribute to your operational challenge.

Operational Challenge Funding Personnel Other (Please describe)


1 Facility and IT/AV issues

1a A large amount of time was invested into taking corrective action as it related to doors, locking and access issues;

new AV equipment; and IT software associated with the digital signage.

2

Budget – reduction of state

funding to support the CSU and

cap on enrollment

X

2a

Creating a balanced budget for the 2011-12 academic year was a bit of a challenge. ASI was acutely aware that the

campus could be heading into a year filled with daunting financial strain. As a result, ASI was committed to assisting

the campus by allocating $100,000 for the Division of Student Affairs for student life programming and services.

2b

The ASI Executive Director met individually and collectively with each of the ASI Entity leaders, in addition to the

ASI Board, to explain the state’s budget crisis and how this crisis will affect (and potentially continue to affect)

CSU Channel Islands and ASI. The entity leaders carefully examined their budgets to determine the core needs

and purpose of their organizations and to align their spending with these needs. As a result, each of the entities,

along with the ASI administration and Student Union, made significant cuts in order to accommodate DSA funding.

Interestingly and appropriately, the ASI Board meeting where the budget was passed was done with great ease, as

all of the difficult decisions and cuts had been made prior to the meeting.

ENROLLMENT SERVICES

1

The proliferation of Extended

University programs, calendars

& the absence of clear deadlines

strains existing admissions

resources

X X

1a Extended University supports one student assistant; SEVIS obligations were temporarily given solely to the CIA;

Financial Aid personnel assigned to attend Extended University meetings; international training is scheduled for fall

2

Volume of graduation applicants

continues to put pressure on

evaluators.

X

2a

Temporary assistance was justified for 2010-11; campus expectations were managed to indicate a 16 week delay

before all graduates would be cleared. Planned: Automating transcripts through an outside vendor requires

resources for implementation, but will ultimately be a revenue stream, while reducing load on RR.

3

With significant increase in

volume, a volatile regulatory

environment, the Financial Aid

workload shifted to require

increased technological

knowledge and additional

communication

X

3a

Implementation of 3rd party software to automate Financial Aid processing: development of macros using Access,

Imacros to automate the necessary update of student awards due to fee increase and regulatory updates allowed

timely disbursement of student funds and yielded significant labor cost savings by eliminating manual update of

about 1300 records per term. Process also is used to update checklist items, disbursement flags, and verification

service indicators, which were previously manual processes.

4

Reduction and long-term leave

in recruitment undermined

ability to target and follow-up

with high need students as

X

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resources were redirected to

processing.

4a Redirected existing resources to solve immediate needs; enabling short-term success while leaving gaps and

failures to meet some important objectives and long-term solutions (e.g. Ambassador Program was discontinued)

5

Limited technology/technical

staffing resources. Enrollment

Services has one analyst for

academic advisement and lacks

analysts in Student Records,

Admissions, and Campus

Community modules

X X

5a Strategy: Manage campus expectations & postpone 7 implementations, some indefinitely


1 Automation of Housing Data

and Billing Information X

Lack of comprehensive automated information

system for housing data and lack of automated

payments plans in PeopleSoft for housing fees.

1a

HRE is working with A&IT to procure a housing information system to manage housing data, provide more

integration of essential data both within housing and with SBS and OPC. The purchase is scheduled for completion

in April 2012. Implementation of the program will begin at that time.

1b

Changes occurring in SBS will result in automated reporting of student billing and payment information from

PeopleSoft, thereby significantly reducing HRE workload to manually post and approve charges and verify

payments. The first implementation of this system for resident billing is scheduled for Spring 2012.

2 Conference clients are seeking

longer lead times for contracts.

CI scheduling is offering less than 9 months

confirmation lead time for conference groups.

2a Work with Academic Affairs to establish a number of designated classrooms for use by conferences to allow the

Conference Coordinator to contract with groups more than 9 months in advance.

3

Response to conference

inquiries is slow; proactive work

to promote conferences is

difficult.

X

Insufficient staffing to respond promptly to

conference inquiries and to promote CI as a

conference location.

3a Add a half-time clerical support position for Conference Services to assist with communication and development

of promotional materials.

4 Staff workload X

HRE staff are facing challenging workloads due to

increase in resident population and increased

information and billing processing.

4a Procure and begin implementation of housing information system to streamline what are presently manual

processes.

4b Evaluate staffing needs and identify solutions through both student and represented staff positions.

5

Data needs of Institutional

Research and Chancellor’s

Office

X

IR and CO require data which effectively integrates

with overall student data which must be generated

manually.

5a Working with Enrollment, identify automated methods for resident data loading. This will allow for more effective

and accurate data reporting for these important, historical data purposes.

STUDENT LIFE

1 Outgrowing the Health Center

and Educational Access Center X

1a Confidentiality is currently being compromised due to inadequate space. The needs of the area have changed, but

our facility has not kept up. An addition to the Campus Master plan is a must.

2

Not fully utilizing the DOCK

card tracking systems in the

Student Centers

X

2a Ask A&IT for training on tracking system so that we can run reports, gather assessments and develop programs

based on the actual needs of the students who visit our centers.


1 Unable to complete and/or X X As a result of budget constraints, one position

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initiate projects remained unfilled. In addition, our office had staff on

maternity leave.

1a We have adjusted roles and responsibilities and have been able to maintain one temporary staff member to assist

as back-fill.

2

Inability to make more timely

progress on the Success

Indicators

X X

Strategies for training the Division on the Success

Indicators had to be evaluated and re-evaluated along

the way to identify successful methods to meet the

varied learning styles.

2a We continue to readjust our timelines and implement new strategies for achieving these Success Indicators.

3

Inability to complete manuals

and workshops on Resource

Allocation and Management

components

X Insufficient time and staff resources in order to

design, produce, and present the trainings.

3a Continually assess the expectations and the workload of the personnel involved

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Annual Report

Section 5

2011-2012 Aims


1

ASI fosters community on the CI campus.

a. ASI will operate a well maintained Student Union which feels warmly welcoming.

i. ASI professional and custodial staff met bi-weekly to discuss building cleaning and maintenance issues.

ii. ASI professional staff met with University Glen Hospitality staff to discuss cleaning, programming,

marketing, staffing and collaboration.

iii. ASI professional staff will regularly meet with the CI campus community to seek input regarding the

building, its services, and its functions.

b. The Student Union will host events, programs and activities which foster community and develop CI pride.

i. ASI will collaborate with CI colleagues to program within the Student Union in a manner that

promotes awareness, education, collaboration, and engagement.

ii. ASI will fund entity and student organization programming which fosters community.

2

ASI enhances student learning and development of the CI student body.

a. ASI will create opportunities for leadership development and personal development through integrative and

experiential learning.

i. ASI professional staff will hosted leadership retreats for the Board of Directors pertaining to the

topic of leadership.

ii. ASI professional staff and entity advisors will work one-on-one with ASI entity leaders in further

developing their leadership skills and in finding their personal strengths.

iii. ASI professional staff will provide ongoing leadership education and personal exploration to the

Student Union student employee staff.

iv. ASI professional staff will partner with the CI campus community to further facilitate leadership

development with our student body.

b. ASI will create ongoing and purposeful professional development opportunities for the professional and

student staff.

iii. Student Union student employees will be provided with on-going professional development

opportunities at bi-weekly meetings and the biannual trainings.

iv. ASI professional staff will regularly seek opportunities for professional development through

conference attendance, journal readings, and webinars.

3

ASI maintains strong business practices which are fiscally sound, efficient and effective.

a. ASI will reviewed policies and procedures to ensure they maintain relevance, are efficient in practice and

continue to meet the needs of the current student body.

b. ASI will regularly assess its programs, services and operations to ensure are meeting the needs of the

current student body.

ENROLLMENT SERVICES

1 Foster a caring, collegial, creative, innovative, and productive work environment committed to maintaining the

highest standards of integrity while seeking to achieve University goals.

2 Develop, implement, share, and maintain educational resources to support access, retention, and success.

3 Collaborate in the implementation of strategies that support strategic enrollment to achieve University goals.

4 Incorporate and promote technology as a tool in order to facilitate access, student success, and sustainability.


1

To create a living-learning environment that promotes and supports academic success and promotes a physically,

socially and emotionally safe environment for students:

a) Solidify programmatic and service development by improving documentation of standard operating

procedures, both internally, and externally for students and campus partners.

b) Improve website self-service options.

2

To develop a preliminary future programmatic and facility plan to inform new initiatives within HRE.

a) Research First Year Experience best practices for the development of a program within Housing and

Residential Education beginning 2012-13.

b) Research residential college model and other programs for successful integration of curricular and co-

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curricular learning.

c) Together with Student Affairs Executive Team, establish aims for future programmatic and facility

development for HRE.

3

To establish and maintain reasonable community standards that are publically communicated and routinely

enforced.

a) Streamline the judicial process, providing clearer behavioral expectations and evaluating “steps” in our six-

step system assuring an appropriate balance of student development and maintenance of an effective

community.

b) Developing a centralized communication process regarding the conduct process which allows for greater

consistency and timeliness in notices to students.

4

To confirm that CI is a high quality residential environment for students and conference site for potential clients.

a) Improve timeliness of response to conference inquiries.

b) Develop promotional materials for prospective students and conference clients.

5

To support the success and effectiveness of HRE staff:

a) Provide training and development opportunities and increase knowledge and awareness of CSU Channel

Islands professionally through active involvement in regional and national associations and conferences.

b) CSU Channel Islands will submit a bid to host Central RAP this year.

c) Review actual workload together with position descriptions to insure a proper balance of assignments.

STUDENT LIFE

1 Work collaboratively to achieve more effective and efficient services for students.

2 Provide effective external and internal communication regarding programs and services which support the

University and Division missions.

3 Continue to create opportunities to engage members of the local community with CI programs and services.

4 Identify CI student leadership characteristics and develop programs and services that cultivate these leaders.

5 Continue to motivate and validate student staff and foster a sense of professionalism and personal development.


1 To define the Division’s vision, philosophy, role, direction and purpose.

2 To celebrate and inspire the overall success and development of the Division and its staff.

3 To articulate and embody the core values and beliefs of the Division (personification of the division).

4 To provide vision, leadership, and direction for the Division.

5 To serve as a central office of communication for internal and external constituents (i.e. the face and voice of the

Division).

6 To acquire and ensure sound allocation and management of financial, human and physical resources.

7 To coordinate Division wide training, development and review of co-curricular programs.

8 To coordinate and monitor assessment of Division programs and services and to use assessment data to improve

program performance and outcomes.

9 To coordinate the recruitment, hiring, and orientation of Division personnel.

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