URCL Annual Report 2011-2012

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University Relations and Campus Life

2011-2012 annual report

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Introduction

Division Goals

Advance Diversity

Create Community

Enhance Learning

Promote Health & Safety

Manage Resources

Department Reports

Academic Support Programs

Athletics & Campus Recreation

Career Services

Center for Health & Wellbeing

Center for Student Ethics & Standards

Dining Services

Residential Life

Student & Community Relations

Student Life

University Communications

Student & Campus Life Resource Chart

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table ofCONTENTS

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September 2012Welcome to the thirteenth edition of our annual report. This annual summary offers important insights into the work and accomplishments of the departments that comprise Student and Campus Life. We have included a brief but important introductory section, which articulates our approach to evidenced-based decision-making supported by data and emerging trends. This section also outlines our initial work regarding student learning outcomes and our steadfast commitment to diversity and social justice.

Within these pages, we have delved into our five division goals, noting areas of progress, new insights gained from this past year, and strategic goals for the future. All of our departments are engaged in continuous efforts to prepare the students who enter our doors to leave them fully capable of succeeding in an ever-changing world.

The University of Vermont is poised for positive change, built on a tradition of academic excellence. Success breeds success, it’s said, and those of us who work at this great university can’t wait to see where our momentum takes us.

Best Wishes,

Tom GustafsonVice President for Student & Campus Life

letter fromthe VP

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INTRODUCTIONOver the 14 years since we first produced an Annual Report, our Division has seen many changes to the services, programs, and guidance we offer to students and their families. Reflective of those changes has most notably been our Division’s name (from Student Affairs to Student and Campus Life).

Once again, we adjust to institutional needs and shifting priorities as we welcome the Office of University Relations into the division and into our new name: University Relations and Campus Life. We are excited to work in collaboration with University Relations as they join with Academic Support Programs, Athletics, Career Services, Center for Health and Wellbeing, Center for Student Ethics and Standards, Dining Services, Residential Life, Student and Community Relations, Student Life, and University Communications. We have high expectations that this change will not be in name only, and that the closer alignment will better serve the needs of students and residents living in the surrounding neighborhoods as well as a stronger partnership with our local, state, and federal representatives.

OVERVIEWA brief overview of the year unveils key initiatives for improving the student experience and marking 10 years of significant diversity programs for both students and staff. Future planning reveals the complexity of our work and the commitment we must have to thoughtfully move ideas to plans and finally to strategic action steps that will provide an outstanding experience for an ever-changing student population.

IMPROVING THE STUDENT EXPERIENCEIn our mission to improve the student experience, there have been several notable, large-scale initiatives launched this year.

Each focuses on an important aspect of the student experience including their health and safety, living-learning experience, career advising, and community building.

• Student Health and Safety: The University of Vermont joined with 32 other Colleges and Universities across the country to form a two-year collaborative called the National College Health Improvement Project (NCHIP). NCHIP offers an evidenced based method to create initiatives aimed at reducing students’ high-risk drinking rate and the associated harms. The division has formed an NCHIP team of staff members across the division who has worked to increase collaboration and communication with parents, the Burlington Police department, UVM Police Services, Residence Life, Athletics, and the Center for Health and Wellbeing.

• Housing Master Planning: The University has begun new planning efforts for housing students, faculty, and staff. With the assistance of Biddison-Hier consultants, the new plan will address future needs and forge a blueprint for both programmatic and physical capacity for the campus community.

• Career Advancement: Career Services has partnered on a campus-wide initiative to improve career advising and student employment opportunities. This initiative has gathered data from alumni, current students, academic units, and administrators that will inform future thinking toward a new model for staffing and programs that will serve today’s students from the time they arrive on campus until their first job post-graduation.

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• Community Building: Restorative Practices have continued to re-shape and expand the ways our staff interacts with students and assists them in building positive, productive communities. Restorative Practices structures meaningful interactions, particularly in times of conflict, that allows students to be reflective about their impact on others and build or re-build positive relationships with others. This practice has been particularly successful in the residence halls, conduct processes, and off-campus among students, neighbors, and landlords.

DIVERSITY: BUILDING UPON TEN YEARSOur division continues to provide opportunities for students and staff to connect, reflect, and engage with social justice, identity development, and multicultural competence. This year, we mark 10 years of providing comprehensive learning opportunities through 2 successful student and staff development programs.

• Student Development: The Next Step, a social justice retreat for students, had over 50 participants and 20 faculty, staff, and student facilitators this year. The retreat maintains an assessment component that has indicated a strong impact on students’ understanding of social justice.

• Staff Development: Our staff diversity series has focused on Ability and Ableism this year. As a result of these sessions, staff have reported increases in their awareness, knowledge, and skills. This spring we also conducted a divisional multicultural competencies assessment (MCA) and reviewed our overall divisional and departmental multicultural competencies through staff’s self-reported engagement and perception.

LOOKING TO THE FUTUREAs we scan the landscape ahead, we expect that many major university and divisional initiatives will remain the same, but with greater emphasis on detail and delivery.

• The health and safety of our students will always be paramount as we strive to find new ways to prevent harm and educate students about their health and impact on others.

• Federal legislation will guide our work particularly in areas related to Title IX, the Violence Against Women Act, the Health Care Affordability Act, and the Clery Act.

• Investment in the areas of technology and assessment will become the “way of doing business” as we join students in on-line communities, find efficiency of resources, and continually assess the outcomes of our programs and services.

• Diversifying our student population and welcoming more international students will enhance our campus and may challenge us to change current programs or services.

• Finalizing the plans and beginning implementation for future housing and changes within career services will begin to take shape.

• Financial constraints will continue to challenge us to be innovative and creative about our work.

Finally, we will welcome a new president and are excited to embrace a new vision for the University and our students.

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DIVISION GOALS

enhancinglearning

advancingdiversity

promotinghealth & safety

creatingcommunity

managingresources

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ADVANCE DIVERSITYMulticultural competence and advancing diversity are deeply held values in the Division of University Relations and Campus Life. To live these values and achieve our goals, we must continue to assess our progress. We must also provide opportunities for our students and staff to enhance their learning, broaden their perspectives, and develop their multicultural competency. To support these efforts, the division completed the data collection for its organizational multicultural competency assessment process.

» Increase in reports of bias incidents coincides with improvements in the reporting protocol within the residence halls.

Sta� Indicators2010-2011 2009-2010

Division-wide training sessions o�ered

Sta� participating in Division-wide trainings

FallSpring

New Sta� Diversity Foundations Session

FallSpring

• 6 sessions for all permanent staff• 1 session for new staff

• 4 sessions for all permanent staff• 2 sessions for new staff

419 (3 sessions)

405 (3 sessions)

228 (2 Sessions)

233 (2 sessions)

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0

25

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$78,500 $78,500 Total budget devoted to supporting diversity-related e�orts

2011-12

• 6 sessions for all permanent staff• 1 session for new staff

447

428

24

0

$79,300

Total #

Total #

Student Indicators2010-2011 2009-201039

3405

36

2517

119*

* Bias incidents increase due to an increased improvement in reporting protocol within the residence halls.

77

Diversity programs/Total students attending

Recognized Multicultural Student Organization

Bias incidents reported in residence halls

21 20

2011-201256

6094

97

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Progress Review of Strategic ObjectivesThroughout the 2011-2012 academic year, the Division of Student and Campus Life continued its ongoing engagement in diversity and multicultural competency work. Our commitment to effectively work with a diverse population of students and staff was manifested through numerous programs and services for students, professional development, and training opportunities for staff and student leaders, recruitment and retention efforts, and other organizational practices at both the departmental and divisional levels.

NEW INSIGHTSBased on data from key indicators, student surveys, assessments, and staff reflections, we gathered valuable information about opportunities, emerging needs, and challenges for students, the division, and the institution.

Student Engagement• Next Step Social Justice Retreat: Students’ ability to

articulate one’s personal identity increased by 24%, and their understanding about how one’s multiple identities intersect increased by 29%. (Next Step Participant Pre/Post Assessment, 2012)

• 67% of Intergroup Dialogue student participants agreed to strongly agreed that as a result of the Intergroup Dialogue course, they have gained a better understanding of identities that are different than their own, spend more time thinking about their identity group memberships, and have built or strengthened relationships with people who are different from themselves. (Intergroup Dialogue Course Assessment, Spring 2012)

• Student diversity programming increased by 44% from 2010-11 to 2011-12. (Key Performance Indicators from Student Life, 2011-12)

Staff and Divisional Engagement• Staff who participated in the diversity series focused on

Ability/Ableism generally reported increased awareness, knowledge, and skills as a result of attending these sessions. Some key findings include: • 68% of staff reported being able to more effectively

discuss and engage others on the topic of disability and ableism;

• 75% of staff reported believing they can better support students and others around disability;

• 77% of staff reported being able to provide at least one example of an improvement they can individually or departmentally make in relation to disability or ableism;

• 91% of staff reported increased or deeper awareness of disability and ableism; and

• 80 % of staff reported increased or deeper skills around disability and ableism.

• In Spring, the organizational Multicultural Competencies Assessment (MCA) Survey was administered to URCL departments. Components that were particularly positive for URCL were: organizational culture of commitment, encouragement, and support for multicultural engagement, peer/colleague influence, behaviors, and expectations for multicultural Engagement and multicultural recruitment practices.

Objective Status ActionComplete the division’s multicultural competencies assessment process to inform

strategic objectives around diversity.

The Multicultural Competency Assessment questionnaire was completed by sta� in May 2012. Preliminary data analyses were conducted and departmental reports were completed.

Assess the e�ectiveness of the Divisional Diversity Profes-sional Development Series,

particularly the new half-day structure and learning option format.

Data were collected after training sessions. The half-day session format was well received and will continue. There was moderate success in achieving desired learning outcomes across the new two learning options format.

Review key �ndings from the Campus Climate Survey and identify areas within the division and institution that

need to be improved or addressed, and develop associated action steps.

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Pilot two new programs for sta� in the division:•Diversity Professional Develop-

ment Mini-Grants•Supplemental Funding for Diversity Professional Development

Programs were implemented. Focus for 2012-2013 will be to increase participa-tion.

Completed

Completed

Not Completed

Completed

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Alternatively, a Campus Climate Survey Forum was held with Chief Diversity O�cer to discuss major �ndings and recommendations of the Campus Climate Survey.

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• One notable area of area for improvement for URCL was the lack of overall incorporation of multiculturalism in strategic and formal organizational practice (e.g., revision of policies/procedures, assessment, goal setting). There was wide variation across the division in the provision of multiculturally inclusive services and the creation of diversity/multicultural programming.

Institutional Engagement• Staff in the division continue to significantly contribute

to UVM diversity, multicultural, and social justice efforts through planning support, committee involvement, and participation (MCA 2012).

• Major findings from the UVM Campus Climate Survey include:• relatively high levels of satisfaction with the UVM

experience among members of the UVM community and the overall sense that UVM is an inclusive place;

• a large minority of community members experiencing or witnessing bias, discrimination, or disparaging remarks.

• Staff in the division of University Relations and Campus Life have provided support for the following major recommendations stemming from the Climate Survey: • assistance in the planning for diversity/multicultural

professional development and training experiences for all members of the UVM community;

• participation in focus groups to further explore the findings from the survey; and

• engagement in discussions on further assessment and institutional benchmarking.

NEXT STEPS – New Strategic ObjectivesMuch has been learned from recent divisional and institutional assessments around diversity, climate, and multicultural competency. It is critical that we continue to assess our work and have our practice informed by our assessment. This next year, we intend to accomplish the following:

• Explore the formation of a Community Restoration and Response (Bias Response Team) coordinated through the Dean of Students Office.

• Develop a plan to create identity development programs for students with disabilities.

• Create UVM accessibility and disability website to share policies, procedures, and services with campus community.

• Continue to develop and assess the multicultural competencies of staff through the divisional diversity series and the results from the multicultural competencies assessment.

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Our university community is unique in many ways, offering students focused opportunities to develop a sense of belonging and establish meaningful relationships with fellow students, staff, and faculty. To this end, it is our goal to create an experience for students in which they can thrive personally, socially, and academically.

*Decrease due to impact from Hurricane Irene

*Monetary equivalent is based on $18/hour wage

**Decrease most likely due to Redstone Lofts leasing

CREATE COMMUNITY

Total #

Creating Community Indicators2011-2012 2010-2011 2009-2010

Attending June Orientation

Students

Family

Community Service HoursStudents InvolvedMonetary Equivalent

2378

2078

2382

1961

112,354

3,349

$2,022,372

100,583

2,997

$1,905,354

408 376

4136

43,219

2155

34,649

Programs in Residence Halls

Participants

77,603 57,160 Students Attended Programs

169 170 SGA Clubs/Orgs Recognized

30%53%17%

39%51%10%

Davis Center Program Space Usage

Student OrganizationsUVM Departments

External Organizations

359 416 Students attending o�-campus living workshops

11 Fraternities/7 Sororities

402 men/371 women


339 men/369 women

Greek Chapters

Students participating

Campus Programs

2306

2181

115, 540

3,293

$2,079,720

410

2641

32,024

66,310*

169

32%46%22%

134**


305 men/358 women

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Progress Review of Strategic Objectives

Objective Status Action

Evaluate Opening Weekend educational programs to determine their e�cacy.

Overall, new program was well received by students, including the panel of students, sta�, and texting in questions. Minor revisions will be made for next year.

Assist in the improvement of Convocation to increase student engagement.

Hurricane Irene interrupted some opening weekend activities, including Convocation.

Performed focus groups for fall 2011 with RAs and residents to assess community engagement.

Assess the e�ectiveness of and continue to integrate Restorative Practices into

the community-building e�orts for our students.

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Increase our engagement and communication with parents and family members to better

support and educate them about how to assist with their student’s success.

4 We developed a family webpage to improve communication, however, we did not launch our webcast program for parent engagement as planned.

Completed

Not Completed

Completed

Not Completed

Develop and implement a formal assessment of the transfer student transition

experience into UVM.

Transfer students reported wanting more academic advising support, and more purposeful social connections.

Assess student satisfaction with late-night dining and Kosher dining experiences for students.

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6Students are satis�ed with late night dining option, in dining and retail areas. More participation in residential late night dining helped retain meal plans. Kosher dining was launched. Kosher “To Go” program was received well from those who wanted to take part, however, Residential Kosher had low participation.

Completed

Completed

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NEW INSIGHTSEach year we gather more information and have new insights about various aspects of our student communities. We reflect upon these key themes in order to develop strategic objectives for next year. The themes that emerged this year were:

Community Building• Over half of transfer student respondents indicated

satisfaction with their experiences finding housing and making social connections (Transfer Student Survey, 2011).

• The Student-Neighbor Liaison Program and Neighborhood Grant projects helped bring students and neighbors together in meaningful ways, which has contributed to a sense of shared community (Neighbor Liaison Debrief Session, Spring 2012).

Living Experiences• As a result of the Off-Campus Living workshop, 83% of

students surveyed said that their knowledge increased “considerably to a great deal” regarding community & neighbor relations (Off Campus Living Workshop Survey, December 2011).

• The Off Campus Living Workshop proves to be a success in educating students around off campus issues as it relates to the Burlington community and neighbor relations. However, off campus students continue to struggle with managing conflicts with roommates when they arise (Off Campus Living Workshop Survey, December 2011)

Campus Programming• Late Night Program, CATS at the Movies, proved to be

successful with increased participation of students, reporting drinking less to no alcohol the night of the program (Cats at the Movies survey, Spring 2012).

• Student attendance at on-campus programs has decreased by 15% from 2010-11 to 2011-12, with a decrease in the number of recognized student organizations (Key Performance Indicators, 2011-12).

Student Involvement and Leadership• Almost one third of our first year students have participated

in community service activities while 64% of our seniors have (NSSE, 2011).

• 72% of our first year students report participating in co-curricular activities (NSSE, 2011).

• Overall participation in student organizations/activities continues to climb as enrollment stabilizes, and available resources (human and financial) that provide support are taxed. Many student organizations require a participation fee that excludes some students from participating.

Dining Experience• International students are satisfied with dining options and

have provided constructive feedback on how to improve their dining experience (Customer Satisfaction Survey, 2011-12). previous spring (Customer Satisfaction Survey, 2011).

NEXT STEPS – New Strategic ObjectivesAs we plan for the upcoming academic year, the following strategic objectives will be our priorities:

• Increase parent awareness and skills to assist first year student experience.

• Continue to explore application of Restorative Practices across the division.

• Conduct Fraternity & Sorority Life review, and develop institutional recommendations.

• Identify a structure to effectively communicate and strategize about neighborhood concerns.

• Monitor the impact of Redstone Lofts on housing availability, neighborhoods, student behavior, and campus services.

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Each department in University Relations and Campus Life offers numerous learning opportunities. However, our strategic objectives to enhance learning are strongly oriented toward those activities that either have a broad impact on a large segment of our population, or have a very tight focus on academic retention and success of a specific population. Our performance indicators, assessment of our 2011-2012 Strategic Objectives, New insights, and our Next Steps for Strategic Objectives all underscore these priorities.

* The Office of International Education does not report to the Division of Student and Campus Life, but we have strong partnerships related to student learning and development.

ENHANCE LEARNING

Total #

Enhancing Learning Indicators2011-2012 2009-2010

Students tutored

Students requesting accommodations

1731 1888

686 554

7440 7035

1183 910 Students participating in L/L programs and residential learning communities

882 567 Students studying abroad*

1565 1400 Students attending service-learning courses

Students registered with career services

2010-2011

1761

769

6855

1205

814

1800

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Career Services and DevelopmentUVM students engage in career preparation later and with less frequency than average. More specifically:• 31% of UVM students did not use their Career Center,

compared to 16% of students nationally (Universum, 2011). • Less than 39% of UVM graduates participated in internships,

compared to over 50% nationally (NACE Student Survey, 2011).

• 32% of UVM students are employed at the time of graduation compared to 44% nationally (Universum, 2011).

• Increasing student career preparation will require a campus-wide commitment and increased involvement from all academic units (Career Development Work Group Report, 2012).

Progress Review of Strategic ObjectivesSpecific strategic objectives for 2011-2012 academic year focused on integrating the divisional co-curriclum into planning and assessment, overhauling the career peer program, and assessing the effectiveness of our Learning and Motivation Strategies course.

NEW INSIGHTSAssessment activities yielded new insights that departments will be working on as we enter the next academic year. From 2011-2012, some of these “new” insights are, in fact, “reminders” that regardless of new technologies and students who are different from those in years past, some aspects of student support remain timeless.

Academic Engagement• Students requesting academic accommodations continues

to increase, and has increased by 12% from 2010-11 to 2011-12 (Key Performance Indicators).

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Integrate the divisional co-curriculum into the planning and assessment

process of each department.

Initiated the process of integration through discussions across all departments rolling out a “soft” implementation.

Analyze the impact of the EDSS 55/Learning and Motivation Strategies

course on retention e�orts.

ASP partnered with institutional research to demonstrate the e�ectiveness of this course as a 2-year pilot impacting approximately 85 students per year, using longitudinal GPA and retention data.

Position was not funded.Examine the impact of intrusive advising interventions as a student

support service for International students.

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3Overhaul the career peers program to improve learning, e�ciency and

productivity, and to increase department capacity.

4 Career Peers doubled the number of students served in drop-in sessions, and the Career Peers reviewed over 300 resumes.

Completed

Completed

Not Completed

Completed

StatusObjective Action

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Student Conduct (NASCAP, Fall 2010)• Academic Integrity caseload has increased, and

approximately 7% of cases are committed by repeat offenders (Center for Student Ethics and Standards Database, 2011-2012).

• Requests from students for intervention efforts around conflict management and resolution continues to increase.

• Project Discovery Men’s Track sections indicated that all participants either “strongly agreed” or “agreed” that the deferred suspension program offered a positive impact on how the participants understood the impact of gender socialization on previous behavior patterns that resulted in their involvement with the student conduct process (Project Discovery Survey, 2011)

NEXT STEPS – New Strategic ObjectivesBased upon the progress made on last year’s strategic initiatives and new insights gained from assessment activities of the past year, the items below have been identified as the next critical strategic objectives for 2012-2013.

• Explore personal development options in lieu of suspension.• Explore the proposed model for enhancing career

preparation across the institution (dependent on institutional support and funding).

• Continue First-Year Peer Mentor pilot program (dependent on institutional support and funding).

• Launch a portal for First-Year students (dependent on institutional support and funding).

• Increased capacity to offer mediation, conflict coaching, and outreach education to UVM students.

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PROMOTE HEALTH & SAFETYUVM students’ health and safety cuts across all aspects of campus life. Our division is committed to creating and sustaining a campus culture that reduces bystander behavior, enhances personal and community wellbeing, and fosters a sense of accountability.

» Note that these data points reflect conduct cases resolved between 6/1/2010-5/31/2011. Cases are continuously being resolved, therefore, this data are continuously being updated and shifting over time.

Total #

Concerning Indicators2010-2011 2009-2010

AOD Detoxes by sexMales

Females

AOD Detoxes

41

38

Fall35

41

Spring40

54

Fall46

37

Spring

155 177

2 males1 female

5 males (2 were 3x)6 females

399 560CARE Cases

576 / 1109 633 / 1492Alcohol Conduct Cases/Students

164 223O�-Campus Alcohol related violations

240 / 465 279 / 604 Drug Conduct Cases/Students Involved

41 41 Violence (verbal & physical) Conduct Cases

4 11

Sexual Violence Conduct Cases(domestic violence, stalking, sexual assault)

39 45

Sexual Violence Cases reported to Women’s Center (domestic violence, stalking, sexual assault)

81 / 10 65 / 10Medical WithdrawalsMental Health/Physical Health

0 / 0 0 / 0Hazing Conduct Cases/Students

Multiple AOD Detoxes

2011-2012

35

43

Fall27

24

Spring

132

1 male0 female

447

719 / 1248

108*

301 / 594

38

12

44

103 / 6

0 / 0

Total #

Healthy Indicators2010-2011 2009-201039 41

22,267 23,889

Medical Amnesty Cases

Students in club sports

Intramural sports participants

401,419 380,889Recreation Facility visits

9,325 8,325Counseling Visits

Nutritionist Visits

1,6941,650

34

22, 233

384, 177

8,877

1,710

2011-2012

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Progress Review of Strategic ObjectivesOver the past year, the Division of Student and Campus Life has worked diligently to improve the health and safety for all students. As we reflect on our past assessments, including quantitative and qualitative assessment strategies, we were able to identify the areas we have improved upon, and those we continue to be challenged with:

Objective Status Action

Participate in the National Collegiate Health Improvement Project led by

The Dartmouth Institute in an e�ort to decrease the rate of high risk drinking among students.

Will continue this project through July 2013.

Implement and assess parent messaging regarding alcohol misuse and abuse with the

goal of increasing parent engagement related to their student’s health and safety.

Pilot program in Mercy Hall among �rst year students’ parents.

Facilitated seven department sessions focused on students of concern, including two educational sessions in partnership with the Center for Teaching & Learning.

Increase outreach and education e�orts to faculty and sta� regarding students

of concern.

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2

3Evaluate the e�ectiveness of newly implemented procedures and protocols

related to sexual misconduct and assault.

4 Procedures and protocols still too new to e�ectively assess.

Completed

Completed

Completed

Not Completed

Implement training programs to educate students, faculty, and sta� on

new Sexual Misconduct/ Assault Procedures in compliance with Title IX and Clery Act.

8 training sessions were conducted across the campus and with speci�c departments.5 Completed

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NEW INSIGHTSAs a division, we have discovered emerging trends among our student population in areas encompassing mental health, alcohol and other drug use, and overall safety. In addition to tracking our trends in order to inform our insights, it is equally important to assess the education and outreach related to areas surrounding student health and safety. Our goal is to use these insights to be proactive in our support services, education, and outreach in order to improve the student experience.

Education and Outreach• Parents of first year students are interested in learning about

the impact of alcohol on the experience of their student and are willing to engage their student in conversation about drinking during their first year (National College Health Improvement Project, Parent Assessment, 2011-2012).

• 89% of our campus partners indicated outreach and education being an extremely important aspect of Counseling & Psychiatry Services (Campus Partner Survey, 2012).

• 62% of campus partners are familiar with the services provided by CAPS.

• Use of social media during emergency response proved to be an effective use of communication (CAPS Campus Partner Survey, 2012).

• 35% of our campus partners indicate referring students 10 or more times a semester to CAPS (CAPS Campus Partner Survey, 2012).

• It is evident that our campus partners hold a high level of importance of services provided by CAPS, specially indicating same day triage appointments, and overall education and outreach as being critically important.

• SexualAssaultEdu identified a 16% increase (from 68% to 84%) in students demonstrating an understanding of consent and a 51% increase (from 34% to 85%) in students understanding alcohol being the number one date rape drug, as a result of the online course.

Alcohol and other Drug Trends• 35% of our incoming first year students identify as high-

risk drinkers, 13% above the national average (AlcoholEdu, 2012).

• Midway through fall semester 2012, 43% of our first-year students identify drinking at a high risk, an 8% “college effect” which is on par with the national average (AlcoholEdu, 2012).

• Total number of alcohol detoxes decreased by 25% from 2009-10 to 2011-12, while the average BAC has increased from .17 to .19, respectively (Police Reports & Stats).

• Male detoxes decreased by 18%, and female detoxes decreased by 15% from 2010-11 to 2011-12.

Safety on Campus• Despite efforts to eliminate Naked Bike Ride, students’

interest remains high, based on continued participation rates.

• Alternative event for Naked Bike Ride had little impact on participation, based on increased numbers at the Naked Bike Ride.

• There was a 28% increase in student-to-student conduct incidents involving physical and sexual violence from 2010-11 to 2011-2012 (Key Performance Indicators).

Mental Health (Eduventures Survey, Fall 2010)• Our CARE database indicates that students are struggling

with multiple and complex issues where we had 447 unique individual cases with 593 identified issues for 2011-2012 (CARE database, 2011-2012).

• Experienced continued increase in prevalence of students with complicated mental health needs.

NEXT STEPS – New Strategic Objectives

Based on our annual reflections and new insights over the past year, the Division of University Relations and Campus Life seeks to further develop strategic goals and a systematic structure in order to address the concerning realities being faced by our students, as well as the institution.

• Complete the 2nd year with the National College Health Improvement Project (NCHIP).

• Conduct an audit of our current hazing prevention initiatives.• Examine medical withdrawal and re-entry processes in an

effort to stay consistent across each academic college.• Enhance staff skills around supporting students of

concern through a comprehensive education, training and assessment plan.

• Implement “gatekeeper” suicide prevention training across the division.

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Achieving our goals as a division depends on the effective management of our resources. Our key resources are people, money, space ,and information.. Our consistent measurements of these resources are integral in the decision-making that keeps students at the forefront of our work. This section summarizes our priorities and insights as we look ahead.

MANAGE RESOURCES

* Includes dining meal plan revenue for the first time**Excludes centrally administered base salary, fringe and operating increases

Total #

Key Indicators

Employed students

2011-20121251

2010-2011 2009-2010

83,883,840*11,620,99445,124,95227,137,894*

Divisional Budget General Fund Income / Expense Other

$(198,194)$65,000 (ATH

Scholarships)

Base Budget Reduction or Addition**

Funds Reallocated InternallY to Meet Strategic Objectives

$0

Educational/Professional Development Leaves

1

1221

61,535,81211,051,37339,515,54710,968,892

$(202,558)$265,000 (ATH

Scholarships)

$0

1

1388

58,802,58110,443,33838,509,8109,849,433

$(800,000)$482,672 (ATH

Scholarships)

$541,806

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Progress Review of Strategic ObjectivesThe Division of Student & Campus Life devotes significant planning and development efforts as it relates to each department’s current and projected needs. As students continue to be the focus of our work, it is equally important to assess resource areas that present challenges, as well as those areas that offer potential development and plan appropriate and creative strategies to increase our capacity. Our accomplishments during the 2011-2012 year were:

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Objective

Human Resource PlanningStatus Action

Identify areas of federal compliance and implement associated training for sta�.1 Completed Areas of compliance were identi�ed and

training o�ered as necessary.

Objective

Facility PlanningStatus Action

Develop strategies for reducing energy utilization and a plan for equipment

replacement in all dining facilities for greater energy savings.

2 Completed We have created an equipment replacement plan focusing on energy e�ciency, and have begun implementation.

Implement new tracking and triage system for Dining facilities’ preventative

maintenance and capital replacement using the new Facility Center Tracking System.

3 Completed Developed a 5-year capital replacement plan. Improved equipment downtime maintenance. Also developed an annual preventative maintenance plan.

Initiate the 10-year Housing Master Plan for the campus.4 Completed Report outlines next steps for

undergraduate, graduate, and faculty and sta� housing.

21

NEW INSIGHTSDespite financial constraints over the past few years, the Division has executed a thoughtful, strategic plan that is aligned with the University’s mission and goals. However, challenges continue to emerge with significant intensity. The concerns and issues that follow require our focus and attention.

Human Resource/Staff Training Needs• Grant funding for TRIO Upward Bound Program is at risk.• Staffing levels for University Fitness Center and Campus

Recreation have not been able to meet growing student demand. It is expected that the opening of Redstone Lofts will increase this need.

• As the need for greater accountability becomes necessary, many policies and procedures will need to be reviewed and updated.

• Background checks will need to be conducted following the University Policy to be released in the near future.

Financial Needs• Changes to the ADA laws have increased student needs as it

relates to accommodation services.• There is a need to reduce/eliminate rent paid to external

entities for space.• Due to eliminating the Coke contract, there is a loss of

vending related revenue which presents an $81,000 shortfall currently being met with one-time dollars.

Facilities and Equipment Needs• The Center for Health and Wellbeing continues to have

space constraints. There is a significant need for more exam rooms and office space.

• Several locations have seen major menu changes or renovation: Waterman Manor, Brennan’s, Redstone Unlimited, Redstone Market and the Marketplace; all score well above district, regional, and national averages (Customer Satisfaction Survey, 2011-2012).

• Biggest Barrier for increased faculty enrollment on points plan is lack of payroll deduction. Many faculty/staff do not even know that they can add meal points and our marketing efforts have not reached them.

Technology Needs• The Office of Civil Rights has mandated that all instructional

materials and websites are accessible to all students.• The increased use of social media continues to challenge

staff to communicate more effectively with students through these means.

NEXT STEPS – New Strategic ObjectivesBased on our annual reflections and new insights over the past year, the Division of University Relations and Campus Life seeks to further develop strategic goals and a systematic structure in order to address the resource needs of our division. Key initiatives for us to examine are as follows:

• Implement Staff Development opportunities beyond diversity sessions.

• Finalize the Housing Master Plan and present recommendations to the Board of Trustees.

• Develop a long-term strategic plan for technology across the division.

• Enhance infrastructure needs at Northside Café and Waterman Café to increase food options; increase meal plan structure to address satisfaction concerns.

• Develop a renovation plan for Given Atrium.• Develop Real Food campus commitment implementation

plan and new beverage strategy launch, to increase healthy beverages.

• Renovate Living Learning C Building.• Implement a Staff Training Development and Assessment

Plan around students of concern .• Research and replace student conduct/concern database.• Implement division-wide background check procedures for

staff.

22


Athletics

Career Services



Dining Services

Residence Life


Student Life


DEPARTMENT REPORTS

22

23


Athletics

Career Services



Dining Services

Residence Life


Student Life


DEPARTMENT REPORTS

Mission: We are a community of staff and students whose purpose is to foster academic growth and equal access to education for all students by:

• Creating a welcoming and inclusive environment;• Nurturing students’ identity development and personal and

academic growth;• Being innovative and collaborative student advocates• Providing excellent and effective services.

Selected Highlights:• Finalized new, nationally groundbreaking Disability Services

Banner database in collaboration with UVM’s Enterprise Technology Services.

• Focused on increasing the use of our Learning Co-op subject-area tutoring services in the spring semester. We experienced a 2% increase in the number of visits recorded between fall and spring semester, and increased our spring visits recorded by 102% (40% increase in students).

• Created an Upward Bound peer-mentoring program for UVM student volunteers to work with the UVM Upward Bound students from Burlington and Winooski high schools.

ACADEMIC SUPPORT PROGRAMS

» *2011 TRiO/SSS Contacts reflect a new grant cycle, which defnes a contact as a SSS specific program or mentor meeting. the previous grant counted tutoring as contact. In 2010-11 SSS contacts actually increased to 848from a comarable number of 477 in 2010 (mentor meeting and program contact).

Total #

Key Indicators2011-2012 2010-2011 2009-2010

ACADEMIC SUPPORT PROGRAMS

ContactsStudents

13,8532,397

14,7132,563

ACCESSContactsStudents

1,390686

1,374554

EXAM PROCTORING CENTER

ContactsStudents

3,422295

2,987461

LEARNING CO-OPContactsStudents

8,1931,731

8,5141,888

TRiO/SSSContactsStudents

848*225

2,698226

15, 4572,525

1,930768

4,150533

7,9171,767

1,460*225

24

ATHLETICS & CAMPUS RECREATION Mission: ATHLETICS: The intercollegiate athletics program facilitates the personal growth and education of young men and women through their participation in a comprehensive program of NCAA Division I sports. As an integral part of the university, the intercollegiate athletics program actively promotes equity and diversity, fosters the pursuit of academic and athletic excellence, and provides community enrichment.

CAMPUS RECREATION: Campus Recreation is committed to making student participation in recreational activities an essential component of the UVM experience. By providing outstanding programming, leadership and facilities, we meet the recreational interests of the diverse student body. Our efforts are focused on activities that create positive social interaction, opportunities for education and development, and promotion of healthy lifestyles among students, faculty/staff and community.

Selected Highlights:• Opened two state-of-the-art outdoor facilities at the Archie

Post Athletic Complex. The Frank H. Livak Track & Field Facility, a nine-lane poured polyurethane surface along with grass infield and adjacent throwing areas, opened in October 2011. Virtue Field, a synthetic turf field that is home to UVM’s lacrosse and soccer programs, opened in March 2012.

• UVM’s student-athlete Graduation Success Rate (93%) for the four-year period ending in 2011 was ranked 41st out of 340 NCAA Division I institutions.

• The UVM Ski Team won its sixth NCAA National Championship in record fashion, the Alpine and Nordic teams combining for the most-ever total points and greatest margin of victory in the event’s history.

• Men’s Basketball won its fifth America East Championship, defeating defending champion and top seed Stony Brook in the title game. The Catamounts then defeated Lamar in the First Four round of the NCAA Tournament, earning its second victory in the storied national tournament.

Total #

Key Performance IndicatorsAthletics

2011-2012 2010-2011 2009-2010

Varsity Athletes 397 410

Student Athlete average GPA

3.18 3.19

NACDA Director’s Cup (NCAA Div. I)

176 of 335 101 of 335

411

3.15

132 of 340

Total #

Campus Recreation2011-2012 2010-2011 2009-2010

PEAC Credits 1,355 1,682

Recreation Facility visits 401,419 380,889

Intramural Sports participants

22,267 23,889

Fitness Program Participants

27,888 N/A

1,565

384,177

22,233

29,077

25

CAREER SERVICES

Selected Highlights:• Overhauled Career Peers

program: peers increased their drop-in contacts by over 100% and reviewed 324 resumes online;

• Increased employer visits on campus from 191 to 271 and jobs posted to over 3400;

• Enhanced social media and granular marketing;

• Increased Facebook followers by more than 300% to over 600; average blog readership increased from a handful to about 200; attendance at networking events increased 10% to 606;

• Created new alumni networking (Career Connection) platform on Linkedin, enlisting over 2200 participants in first 7 months.

Mission: To actively support students and graduates in exploring and attaining their career and learning goals. To assist people on their path to finding meaningful, rewarding and safe work, we commit ourselves to constant learning, comprehensive services, active advocacy, supportive counseling and affirmative hiring.

*Survey of Graduates conducted 1 year after graduation, 2010 - 31% response rate rate, margin of error +/- 3.4%

** Operator error deleted hundreds of student records and job postings. As a result, reported numbers are lower than actual.

Key Performance IndicatorsTotal # 2010-2011 2009-2010% Graduates employed* 85% - Class of 09 84% - Class of 08

% Graduates enrolled in grad school or other training*

19% - Class of 09 21% - Class of 08

Medical school admit rates

47% (46% national) 59% (44% national)

Total Students Served 7440 7035

Employers visits to campus

191 159

Job & internship postings

3167 2596

Appointments/Consultations

6916 ** 4583

Attended group programs

4802 3942

Attended job fair 1044 777

Website visits 77,314 69,887

Career Connection Network

NA NA

2011-2012

87% - Class of 10

18%* - Class of 10

50% (45% national)

6855**

271

3460**

6253 **

5273**

961

90,720

2,123

Law school admit rates 76% (69% national) 69% (67% national)81% (71% national)

26

Mission:The Center for Health and Wellbeing’s mission is to maintain and optimize the health, wellbeing, and personal development of individual students and the University community. We accomplish this by providing accessible, high-quality, cost-effective, prevention-oriented primary health care, mental health counseling, and educational outreach programs and referral services designed specifically to meet the needs of UVM students.

CENTER FOR HEALTH & WELLBEING

Selected Highlights:• Established Living Well office in the Davis Center for outreach and education services;• Completed a successful reaccreditation by the American Association for Ambulatory Health

Care;• Provided gatekeeper training for thirty staff and faculty utilizing a Campus Connect model;• Reconfigured offices to provide additional clinical space for primary care and women’s

health services;• Restructured the student health insurance plan to comply with requirements of the federal

Affordable Care Act.

Total #

Health and Wellbeing Indicators2010-2011 2009-2010

Medical WithdrawalsMedical

Mental Health1078

1265

Clinical VisitsCounseling VisitsPsychiatry Visits

Primary CareWomen’s Health Visits

Athletic Training

9,3252,50610,9493,24025,250

8,3252,31915,7534,07725,586

Act 1 TransportsVisits

Students216193

2011-2012

8,8772,34213,0513,643

6103

220210

177169

27

Mission:The Center for Student Ethics & Standards seeks to foster student accountability and skill development in the areas of conflict resolution, dialogue, identity development and restorative practices. In doing so, we strive to help students develop self-awareness, and ultimately become more responsible, respectful, and engaged community members.

CENTER FOR STUDENT ETHICS & STANDARDS

Selected Highlights:• Continued commitment

to weaving Restorative Practices into the conduct process;

• Established a cross-divisional Restorative Practices Work Group, which developed and implemented a Brown Bag Series for staff;

• Collaborated with Champlain College and the Master’s in Mediation program to develop a working partnership to enhance the Conflict Resolution services offered in CSES (mediation, conflict coaching, and outreach/education).

» Please note: Data reported from 6/1/2011 – 5/31/2012

* The Off Campus data shown here, for the 2011/2012 academic year covers the following time period(s) – Aug. 14, 2011 thru Feb. 29, 2012 and Apr. 5, 2012 thru April 29, 2012. Data for the time period covering Mar. 1, 2012 thru Apr. 4, 2012 has not been received by CSES as of May 22, 2012. Additionally, due to a system change by BPD the forwarding of data from BPD to UVM Police Services onto CSES has at times been delayed by up to 4 months.

Key Performance IndicatorsTotal # 2010-2011 2009-2010

Male Female

3 0

9 2 25 0

14 0

Male Female Male Female

Cases Students Cases Students Cases Students

Dismissals

Conduct Case

AlcoholNoise

Public UrinationOther

Suspensions 25 7 30 11

576 1109 633 1492

240 465 279 604

41 n/a 41 n/a

4 n/a 11 n/a

0 0 0 0

95 n/a 83 n/a

4 4 5 7

Project Discovery Program

Alcohol

Other Drug

Violence

Sexual Violence

Hazing

Academic Integrity

Con�ict Resolution

40 104Total # of Tier 2 meetings (meetings regarding conduct)

365 466

164168330

2231991311

OFF CAMPUS VIOLATIONS

2011-2012

16 5

15 0

719 1248

301 594

38 n/a

12 n/a

0 0

97 n/a

2

53

1081943

16 6

305

2

28

Mission:The primary mission of University Dining Services is to enhance the student experience by providing a unique, engaging dining experience that meets individual needs, enhances health and wellbeing, and encourages students to participate and understand the Global Food System. University dining services actively encourages community through participation in promotional events and support of the student educational experience.

DINING SERVICES

Selected Highlights:• Expanded hours for Late

Night dining at select locations;

• Implemented a Facility Center Tracking System for capital replacement;

• Opened a Kosher dining program at Redstone Campus;

• Increased participation and awareness of meal plans for faculty, staff, off-campus students, and transfer students through targeted outreach and coupons.

Key Performance Indicators

Total # 2011-2012 2010-2011 2009-2010

Fall Spring Fall Spring Fall Spring

# Meal PlansRetail

Unlimited Access

#Dining TransactionsResidential

RetailResident take-out

5,3613,8441,517

5,0803,8911,189

5,2773,4401,837

5,0353,8431,192

458,133871,61121,947

337,8081,015,59027,968

61% 58% 53%% Students on Avg Level Plans

$23,523 $20,441 Total $ Donations

62%

372,861964,12223,491

%Students in Residence Halls with Dining Plans

UnlimitedRetail

75%70%

75%69%

444,248916,14226,885

5,3013,3051,996

4,9763,5101,466

62%

$26,680

63%

529,485862,32051,360

75%69%

428,275959,26441,398

2929

• Collaboration: Build and maintain partnerships across the University and the greater Burlington area to optimize the holistic development of our residential community.

• Health & Wellness: Encourage and maintain partnerships across the University and the greater Burlington area to optimize the holistic development of our residential community.

Selected Highlights:• Developed Check-in Tracker which provides minute-to-

minute updates on the number of students who officially checked into the residence halls opening weekend. This served an especially important role during hurricane Irene;

RESIDENTIAL LIFE

• Completed the renovation of Simpson Hall; • Implementated Restorative Practices for a second year as an innovative community

development framework for helping establish healthy communities, addressing harm, and repairing relationships among residents.

Mission:The Department of Residential Life’s mission is to foster an inclusive culture of student learning, personal growth, community involvement, and programming in order to develop a socially just and safe community of global citizens. To REACH our mission we will::• Respect: Create an inclusive community where all perspectives

are shared and valued, and individuals are expected to take responsibility for actions that impact themselves and others.

• Ethics: Instill ethical decision-making skills that support academic and personal integrity, inclusivity, diversity, and responsibility.

• Academics: Establish a residential environment that complements the academic mission and is an integral part of the educational experience.

Total #

Key Performance Indicators2010-2011 2009-2010

Average Occupancy (Main Campus)

5260 5,197

Apartment and Family Housing Occupancy

94% 94%

Room Changes (Main Campus)

567 367

Triples MaximumRooms

Students3501050

3471041

Triples MinimumRooms

Students182546

162486

Total Damage (Main Campus)

AssignedUnassigned

$72,607$149,236

$68,769*$166,200

Contract ReleasesGrantedPending

Denied

131003

18945

5237

97%

637

3501050

155465

$85,427$172,667

10406

2011-2012

30

Mission: Our office provides resources and support to students transitioning to and living off campus so that they will have successful experiences as both citizens and renters. We do so with knowledge of and advocacy for the needs and issues of students from diverse backgrounds. We seek to foster, support, and sustain better relations between off-campus students and their neighbors. We encourage and support students to become active, responsible, and just members of their Burlington neighborhoods. Further, we facilitate communication and support initiatives between residents and students with the goal of creating healthy, safe, and just neighborhoods.

Selected Highlights: • Created partnerships with student groups and faculty members to more effectively

communicate to students about neighborhood concerns;

• Increased outreach to students to raise the awareness of property crime in Burlington and how to protect themselves;

• Informed parents of 1st and 2nd year students about UVM and Burlington resources available for off-campus living;

• Responded to an increased number of calls for service from neighbors (41%) and Org./City Depts. (52%).

STUDENT & COMMUNITY RELATIONS

30

Total #

Key Performance Indicators2011-2012 2010-2011 2009-2010

Est. # Students living O� campus

6,917 7,225

Est. # students transition o� campus

2,795 2,626

O� Campus Calls for Service

StudentsUVM Sta�

ParentsNeighbors

Org./City Depts.Landlords

512

2175692682752

384

1177071653625

O� Campus Living Workshop

WorkshopsStudents

4359

4416

Spring Move Out ProjectTons of goods recycled 6.5 8

Transfer Student Socials

Participants 30 20

6,103

2,600

516

1986376964142

3134*

8

25

31

Mission: The Department of Student Life’s mission is to foster an inclusive culture of student leadership development, community involvement, and programming in order to develop a socially just community of lifelong learners.

Selected Highlights• Supported the realignment

of Opening Programs for first year students with the Campus Hop and other new programs.

• Exceeded over 2,400,000 visits in the Davis Center.

• Collaborated on or coordinated numerous campus-wide programs including Cornel West, ActivitiesFest, Davis Center Farmer’s Market, Orientation, Random Acts of Kindness Day, International Women’s Day, and Springfest.

• Solicited strong support for all National Hazing Prevention Week programming from student organizations.

• Initiated Adventure Ropes Course programming in the off-season utilizing inside facilities.

• Focused more effort in marshalling campus-wide support for cultural heritage programming.

STUDENT LIFE

IndicatorsTotal # 2011-2012 2010-2011 2009-2010

Programs Participants Programs Participants

221143NA539

53,49017,648NA3,0603,405

215113NA1236

40,25312,517NA1,8732,517

Programs

Creating CommunityEnhancing Learning

Managing ResourcesHealth and Safety

Advancing Diversity

Programs Participants

24665172656

49,08855,0586545,4166,094

1,250663307006503,293

$414,000$396,000$630,720$288,000$351,000$2,079,720

2011-2012

LCEFraternity & Sorority

UVM RescueService Learning

MiscelaneousTOTAL

23,00022,00035,04016,00019,500115,540

Approx # Service Hours

Approx # Students

Approx Dollar Value(x$18/hr)

3232

Mission:Our mission is to identify and deploy creative communications, marketing and crisis communications strategies to advance the university’s reputation and further its goals, especially in key areas such as student recruitment, alumni relations and development, and state and community relations. Our goal is to be the locus of highly creative and effective strategic communications and marketing programs at the University, and to inspire and require a unified communications and marketing approach across the institution.

Selected Highlights:• Published 277 stories in UVM Today in the fall and

spring semesters and saw a 21% increase in traffic on the UVM Today/University Communications website.

• Increased Twitter followers from 2,408 to 5,180 and Facebook fans from 7,307 to 11,810. Total Facebook users reached by our content tripled.

UNIVERSITY COMMUNICATIONS

33

FY12 RESOURCE CHARTThis chart provides a high-level summary of our departmental and division budget and human resource data.

GF I/E

OtherPersonnelOperation

Total

Professional Support Tot. FTE

Hourly

Grad UG Wkstdy

Hourly Other

BUDGET

STAFF

STUDENT

Academic Support

Athletics Career Services

Ctr. for Health & Wellbeing

Ctr. Stu. Ethics & Stds.

Dean of Students

76.00%2.00%22.00%1,411,503952,349

2,363,852

19624.51

66208691

9311.751

481458.178

526.81

6170

056146202

0233205438

08311

612214

0404

0000

38.80%1.70%59.50%6,979,7349,789,538

16,769,272

96.55%3.45%0.00%795,28059,884

855,164

0.00%100.00%0.00%5,773,7181,231,086

7,004,804

45.84%12.61%41.54%383,88377,514

461,397

33.46%0.00%66.54%778,923141,656

920,579

GF I/E

OtherPersonnelOperation

Total

Professional Support Tot. FTE

Hourly

Grad UG Wkstdy

Hourly Other

BUDGET

STAFF

STUDENT

0.17%68.56%31.27%4,016,12548,213,210

52,229,335

2427510

14316.7527

2020

142160

20778280129

1324435279

660230290

0303

06410

256266251251

13.60%84.86%1.54%1,389,1531,773,791

3,162,944

0.00%94.45%5.55%156,73023,937

180,667

94.02%4.57%1.41%1,510,472318,830

1,829,302

13.86%53.83%32.31%21,586,22162,245,451

83,831,672

Residential Life

Student Life

StudentComm. Relations

University Comm.

Division Total

UNIVERSITY RELATIONS AND CAMPUS LIFEDean of Students Office

41 South Prospect Street • Burlington, VT 05405Phone (802) 656-3380

Fax (802) [email protected]

URCL Annual Report 2011-2012

Documents

Transcript of URCL Annual Report 2011-2012