The Campus Life strategic plan was first drafted in 2011 and is designed to support the goals of its parent organizations, the LSU Office of the Dean of Students and the LSU Division of Student Life & Enrollment.
Campus Life convenes working groups comprised of professional staff, student leaders, graduate assistants, and practicum interns to reevaluate each goal on a biannual basis to ensure continuous reporting and improvement.
Goal 1: Promote Student Learning
Promote student learning through active and engaging experiences, programs, and environments.
Student learning is the core of the Campus Life mission. Campus Life affirms a commitment to provide transformational experiences through the services driven by learning outcomes related to the Division of Student Life & Enrollment’s Student Success Outcomes. Campus Life will strengthen the connection to academics by creating supportive learning opportunities that enrich the college experience.
- Programmatic and/or learning outcomes, aligned with the LSU Student Life & Enrollment’s Student Success Outcomes and the mission of the Office of the Dean of Students, will be developed and shared for 100% of programs, initiatives or events coordinated by Campus Life.
- Create a user-friendly set of resources for student leaders and staff to develop and share learning outcomes, assessment plans, and summary report templates for programs that are easily accessible.
- Review programmatic and/or learning outcomes with Campus Labs staff members to ensure quality and appropriate sequencing to departmental and divisional student success outcomes.
Goal 2: Define the Campus Life Identity
Define and communicate the identity of Campus Life
Campus Life’s identity is–at the core–involvement, leadership, and service. The identity should be easily recognizable for LSU students, campus partners, community members, and any other stakeholders. The identity of Campus Life is distinctive at LSU in contributing to students’ academic, social, and personal achievement and success. Branding the unit’s initiatives and services and marketing to student demand and growth needs is important to Campus Life.
- Increase conversion of visitors to the website by 15% each year of the strategic plan.
- Increase attendance at all events by 10% each year of the strategic plan.
- Increase number and quality of applicants for leadership positions and opportunities by 5% each year, while increasing number of new applicants by 15% annually.
- Increase innovative usage of social media to increase engagement and reach by 5% in multiple platforms.
- Survey responses of 50% or better impact with Campus Life programs and initiatives.
- Develop an identity narrative that students, faculty, and staff can articulate back to us through qualitative measurement of their perspective of Campus Life’s purpose, mission, programs, and goals.
- Create a branding expectation/standard for all Campus Life entities to brand events as being connected to Campus Life.
- Develop a marketing campaign to promote easy access to Campus Life narrative, opportunities, and resources.
- Develop a new web presence with overhaul of content and navigation as well as use of technology to communicate involvement, leadership, and service. Integrate all student organization and event web presences into Campus Life website to create a seamless experience. Provide easy access to registering, obtaining more information, and subscribing for news.
- Create access and resources to Symplicity.
Training and Development:
- Create a Campus Life orientation for all levels of the team (student, staff) that focuses on customer service and quality standards.
- Consistent trainings and updates to all staff and students regarding social media outlets’, marketing fundamental concepts, tactics, and best practices.
- Develop quality standards by which all we do in Campus Life can be judged.
- Create an office space that promotes the Campus Life narrative.
- Program to market demands and student growth needs.
Goal 3: Develop Collaborative Partnerships & Sponsorships
Develop and strengthen valuable collaborative partnerships and sponsorships through outreach
Campus Life benefits from partnerships. A primary focus going forward is to strengthen current partnerships, while identifying new collaborations both on and off campus. This includes searching for ways to support the academic mission, seeking internal and external sources of funding and sponsorship, and reaching more diverse audiences through initiatives, services, and marketing.
- Increase number collaborative partnerships by 10% for Campus Life programs, services, or initiatives.
- Increase number of monetary and in-kind sponsorships by 5% for Campus Life programs, services, or initiatives.
- Revise definitions for collaborative partnerships and sponsorships. Include new definitions in the Campus Life Budget Proposal for 2014-15.
- Work with development professionals to identify potential on-campus and off-campus partners.
- Develop and deliver a training series for student leaders and staff advisors of Campus Life departmental organizations in consultation with LSU Corporate & Foundation Relations and LSU Finance & Administrative Services. Emphasize connection of Campus Life programs, services and initiatives with LSU Flagship 2020. Include topics such as how to identify potential partners, be a good partner, agree on collaborative goals and responsibilities, complete a partnership agreement, and be a good steward of partner/sponsor resources.
- Develop and deliver training and advising for those LSU student organizations and their faculty/staff advisors seeking partnership connections from on-campus and off-campus entities. Ensure compliance with LSU Corporate & Foundation Relations and LSU Finance & Administrative Services guidelines and relationships.
- Develop reporting/public disclosure communications about partner-based programs for Campus Life departmental organizations and LSU student organizations–whether by annual report, website listings, etc. Create templates of a partnership agreement, sponsorship agreement, and sponsorship package for larger donation requests.
- Develop a process for partners to evaluate their experience with Campus Life.
Goal 4: Use Assessment for Continual Improvement
Use assessment for continuous improvement of processes, programs, use of facilities and services.
Campus Life values assessment as it allows the department to understand the impact it has on the LSU student experience and how best to improve all practices. As all Campus Life leaders share responsibilities for assessment, staff and student leaders engage in continual assessment training, assessment and evaluation of programs, and incorporate knowledge gained from assessment in meaningful ways. One focus of assessment is to evaluate the quality and effectiveness of all Campus Life initiatives, spaces, and marketing. Another focus is to identify areas for ongoing training and development needs for staff and for student leaders.
- Assessment plans will be developed and implemented for at least 3 programs, initiatives, or events within each area of Campus Life (involvement, leadership, activities, and service) annually.
- 100% of programs, initiatives, or events coordinated by Campus Life will be documented with a summary report including evaluation of the program and implications for the future of the program. Summary reports and assessment findings will be shared among Campus Life staff and student leaders monthly.
- Create a master calendar for all assessment plans within Campus Life to combat survey fatigue and ensure appropriate use of resources.
- Share findings monthly at staff meetings and student leader meetings for the preceding month’s programs. Findings presentations must be accompanied by a summary report which addresses future implications. Reports will be available in the shared drive and the assessment team will provide feedback regarding the report and assessment plan.