SA Annual Report 2012-13

Student Affairs

University of San Diego

Annual Report

2012-2013

Student Affairs2012-2013 Annual ReportVice President for Student AffairsCarmen M. Vazquez, MSW, CSW

The 2012-13 academic year was marked with outstanding achievement in the division of Student Affairs. Delivering a vibrant student life experience is central to our focus in the divi-sion. Toward that end, we ex-panded enrollment in our living-learning communities to 53% of our first year students and made the decision to expand the program to all first year students in fall 2013, one year earlier than our goal of fall 2014.

We proposed, and the Board of Trustees approved, a two-year residency requirement providing the opportunity to enrich our sophomore experience program in meaningful ways. We also made strong gains in the area of student success, achieving a 90% first year retention rate, an all time high and one year earlier than our goal of fall 2014.

To advance our identity as a Changemaker campus, we de-signed a space for students to learn about and engage in social change activities. Key Student Affairs units will integrate their work with the Center for Aware-ness, Service and Action to increase student engagement in changemaking activities. We

sponsored nine Changemaker Student Fellows through fund-ing, mentoring and support to implement their Changemaker ideas during the summer.

Through our inaugural efforts to establish a culture of giving among our current undergradu-ate students, in collaboration with University Relations, we achieved a 10.4% giving rate for 2012-13 and doubled the total dollar amount of gifts from 2011-12.

In collaboration with Univer-sity Ministry, we developed and hosted the inaugural Mission Integration Institute designed to foster the understanding and appreciation of Catholic higher education’s purpose and envi-ronment for new and mid-career professionals.

We expanded our Student Af-fairs/School of Leadership and Education Sciences Collab-orative (SASC) to include four graduate assistant positions in the Provost and Business Ser-vices areas.

We designed a process to iden-tify, prioritize, and meet the divi-sion’s annual technology needs in collaboration with Informa-

tion Technology Services. We also established a cross-division-al Major Event Pre-Planning Council to coordinate large-scale campus events.

The Employee Development Committee concluded work on the NASPA/ACPA competency, Personal Foundations and will focus on Equity, Diversity, and Inclusion in 2013-14.

We continue to expand our web and social media presence with a 200% increase in Facebook “likes” and Twitter followers and a 300% increase in You-Tube video views with over 20,000 minutes of video content viewed. Our Web Content Spe-cialist produced over 20 feature videos and over 50 featurettes for the Torero Life website and 17 videos, and multiple presen-tations, websites and photos for university purposes.

Sadly, this past year we expe-rienced several losses in our student community. We pro-vided support for our students, families, and community. These tragic losses cast an indelible influence on 2012-13.

What We DoThe Dean of Students leadership team collab-orates to plan, implement, and assess services contributing to the student experience in each unit or area of responsibility.

1. In partnership with Academic Affairs, University Ministry and student governments, design a dynamic sophomore residential and student life experience.

2. Collaboratively work with student governments to increase meaningful opportunities for students to engage in dialogue and authentic relationships.

3. Collaborate to develop and implement initiatives to foster the spiritual development of all students.

4. Increase faculty awareness of student conduct pro-cesses and resources by meeting with each depart-ment and posting resources on the Dean of Stu-dents and Office of the Assistant Dean of Students websites.

1. Proposed a two year residency require-ment that was approved by the Board of Trustees to be implemented with the incoming class of 2014.

2. Developed a comprehensive plan to iden-tify, prioritize and meet the division’s an-nual technology needs.

3. Hired an advisor to lead an integrated ap-proach to student media.

4. Served on the implementation team and faculty for the inaugural Mission Integra-tion Institute at the University of San Diego.

5. Participated in the coordinated response to 62 sensitive issues team (SIT) cases (+16/35% from 2011-12), and 7 critical incident response team (CIRT) cases (-3 from 2012-13).

6. Met with 48 students individually regard-ing significant alcohol policy violations, a 34% decrease from 2011-12.

7. Made 158 (+46% from 2011-12) faculty notifications about student illnesses, in-juries or other circumstances preventing them from attending class.

Dean of StuDentS area HigHligHts

2013-2014 goals

What We DoThe Center for Student Success generates innovative strategies to assist all undergraduate students in persisting to graduation.

1. The average number of MAP-Works contacts logged increased to 9.2 per first year student (+18% from 2011-12).

2. Successfully piloted “Registration Days” for trans-fer students over the summer, will implement for all transfers in 2013-14 along with a transfer peer support program in the fall semester.

3. Developed a comprehensive retention plan and established a new group, RETNET, to expand collaborations about student success.

4. Processed 166 leaves of absence, 157 withdrawals and 131 exit interviews, numbers are consistent with prior years.

1. USD MAP-Works efforts recognized as the Educa-tional Benchmarking Inc. National Overall Excel-lence Award recipient for the second year in a row. (four-year institution, 2-10,000).

2. Assumed responsibility for coordinating the imple-mentation of all new un-dergraduate student orien-tation programs including a redesign of the program.

3. Student use of the Com-muter Commons con-tinues to increase, +10% from 2011-12 and +67% from 2010-11.

Center for StuDent SuCCeSS

1. Implement the redesigned new student ori-entation programs (first year, transfer and spring) and measure success by student satisfaction and learning outcome achieve-ment.

2. In partnership with Academic Affairs, continue implementing our comprehensive plan to sustain strong retention of new students and begin exploring strategies to improve time to degree.

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2012-2013 Results 2013-2014 goals

What We DoResidential Life is committed to providing a safe, inclusive liv-ing community and to creating learning opportunities for ac-tively enhancing the growth of the resident as a whole person.

1. Refined processes to prepare for 100% of the first year class participating in living-learning communities.

2. 83% of resident students report that living in the residence halls provides opportuni-ties to engage with individuals who are different from themselves.

3. 89% of residents report that their RA cre-ates an open and welcoming atmosphere, which promotes respect for all individuals.

1. Expanded living-learning community participation to 53% of the first year class.

2. Maintained strong spring occupancy (96%), despite smaller incoming class in 2012.

3. Redesigned the roommate agreement to incorporate restorative justice prin-ciples.

reSiDential life

1. Design strategies to increase the likelihood residents will utilize their RA for assistance with personal or academic concerns.

2. Increase community director visibility, 90% of residents will report knowing their community director.

3. Continue to implement the CAS review rec-ommendations.

4. Retain 70% of the first-year class in residence during their second year.

5. Increase efficiency in business processes by more fully utilizing StarRez for all operations.

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2012-2013 Results 2013-2014 goals

What We DoThe Office of the Assistant Dean of Students contributes both to undergraduate and graduate student learning by as-sisting new students with their transition, developing ethical decision-makers through the student conduct process, build-ing community through restorative justice practices, and pro-viding support services for graduate students.

1. Piloted a summer orientation program including three webinars and Google+ Hangouts for new students.

2. Advanced the restorative justice program through collaborative trainings and pro-gram implementation with Residential Life staff and securing a graduate assistant to facilitate the program in 2013-14.

3. Completed 2,385 background clearance checks for USD students.

4. Processed 632 student conduct referrals (-26% from 2011-12) and 26 restorative justice referrals (+18% from 2011-12).

1. Created and began imple-menting a strategic plan for the unit.

2. Streamlined the hearing notification process and decreased the number of days between incident and hearing to 10 days (-6 days or 38%).

3. Restructured graduate stu-dent activity fee, approved by Board of Trustees and will be implemented in 2014-15.

offiCe of the aSSiStant Dean of StuDentS

1. Using findings from hearing board assess-ment, improve trainings to include code of conduct updates, restorative justice principles, and relationship building among members.

2. Continue to work closely with Residential Life to enhance the restorative justice program by creating a manual, orientation and training video, a revised assessment tool, an online ser-vice request and implementing the Restorative Justice and Conflict Transformation training.

3. In partnership with Academic Affairs, increase strategies to enhance co-curricular graduate student life.

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2012-2013 Results 2013-2014 goals

What We DoStudent Life fosters a welcoming and inclusive community, developmental opportunities and services as a catalyst for students to become ethi-cal leaders with meaningful lives that positively impact a global society.

StuDent life area

1. Study the student life experience, iden-tify high impact strategies and develop an implementation plan to foster a vibrant student life experience and a sense of be-longing among all students.

2. In collaboration with University Relations, implement a plan to further establish and sustain a culture of giving with our current students to support USD’s capital cam-paign.

3. Collaborate to develop and implement ini-tiatives to foster the spiritual development of all students.

4. Participate in the development and imple-mentation of the Social Change Hub’s three-year strategic plan and activate the Changemaker student space.

5. Participate in the development and imple-mentation of the university strategic plan for diversity and inclusion.

HigHligHts

2013-2014 goals

1. In collaboration with others, increased stu-dent giving from 3.3% in 2011-12 to 10.4% in 2012-13.

2. Implemented passive programming in the first year residence halls designed to increase awareness about diversity and inclusion and reduce acts of intolerance.

3. Created the Weekend Programming Collab-orative to coordinate weekend programming, implemented San Diego Spotlight trams.

4. Attended the National Outdoor Leadership Risk Management Conference.

5. Established a Foster Care Collaborative to support former foster youth attending USD.

6. Created a new position to support the divi-sion’s website and social media interfaces.

7. Managed a record number (9) of university assembly requests (+125% from 2011-12).

8. Assessed the student co-curricular experience. Key findings include the need for increased variety in activities, offerings on weekend afternoons, events that expose students to the San Diego area, and improved marketing.

What We DoThe Associated Students’ Leadership Team serves University of San Diego undergraduates as official student representa-tives who promote opportunities for growth and expression, address student issues, and enrich a diverse, inclusive, and engaged community.

1. Spring elections garnered an 18% participation rate from the student body.

2. Allocated $30,000 in academic research grants (+50% from 2011-12).

3. Allocated $232,000 toward student organization spon-sored events (+16% from 2011-12).

4. Torero Programming Board sponsored over 85 events for students.

5. Created a director of changemaker initiatives position.

6. Partnered with the Of-fice of Sustainability and Student Affairs to fund the replacement of all bicycle racks across campus.

7. Facilitated campus-wide discussions on academic freedom and produced two resolutions related to this topic.

8. Launched the USD, I LOVE YOU (#USDILY)campaign in response to student losses.

9. Increased financial support to Associated Students-sponsored centers by an average of 3%.

aSSoCiateD StuDentS

HigHligHts

What We DoCampus Recreation provides quality programs, ser-vices, and facilities to a diverse USD community, encouraging the community to pursue an active, healthy lifestyle through participation in one of our many offerings. We encourage student development through leadership, participation, and employment opportunities.

1. Fitness programs and recreation classes assessment findings identify strengths in quality of instruction, achievement of learning outcomes and almost every patron would recommend the program to others. Areas for growth include increasing variety of class times and increasing participation and outreach.

2. Improved training for student employees by consolidating multiple operation manu-als.

3. Hired a sponsorship and fundraising coor-dinator for the department.

1. Intramural participation continues to increase with 1,730 participants (+5% over 2011-12.)

2. 525 students participated (+4% over 2011-12) on 26 intercollegiate sports clubs teams. All participants complet-ed physicals as per the newly imple-mented concussion policy.

3. McNamara Fitness center hosted an average of 1,538 users per week, (+6% over 2011-12) and Missions Fit-ness center remained consistent with last year averaging 1,765 visitors per week.

4. Implemented Physical/Occupational Therapy Club observation in athletic training room for sports clubs.

CampuS reCreation

1. Study the student life experience, identify high impact strategies and develop an implementation plan to foster a vibrant student life experience and a sense of belonging among all students.

2. Increase intramural participation to 2,000 students.

3. Create and offer new, for-credit recreation leadership class for Sport Club leaders, department student lead-ers and others interested in recreation leadership.

4. Collaboratively create and implement a year round youth program including youth physical activities, swim lessons, and “camps.”

5. Continue to grow the recreation class offerings includ-ing more weekend classes and potential off-campus classes (add 5 to 10 classes per semester).

6. Improve Sport Club Trainer records management by creating electronic “patient charts” vs. filing of injury forms, physicals, etc.

HigHligHts

2012-2013 Results 2013-2014 goals

What We DoOutdoor Adventures provides USD community members with opportunities to experience new adventures that aim to promote personal growth, leadership development, relation-ship building and environmental responsibility.

1. Demand for custom trips increased 114% from 21 trips in 2011-12 to 45 in 2012-13.

2. Implemented a process for compensating lead guides.

3. Developed a guide manual which will be used for guide training in August 2013.

4. Sponsored three new outdoor service trips in sup-port of Changemaking efforts.

5. Assessed the Orientation Adventure program, key findings are consistent: the most common reasons for attending are to meet new people and help with the transition to USD; students report feeling more confident about their transition to USD (98%), making connections with at least five other first year students (95%), learning things they have in com-mon and ways they are different from other stu-dents. Fall to spring retention rate for participants was 98.4%.

1. A record number of guides (71) were active with the pro-gram this year, 26 (37%) were guides or lead guides compared with 18 (26%) in 2011-12, an increase of 44% in experienced guides.

2. Program hours for outings hit 16,600, a 10% increase over last year’s record high of 15,039.

3. Hosted a photo exhibit in the Hahn University Center Exhib-it Hall featuring our trip experi-ences and information about environmental sustainability.

4. Staff and students presented two sessions at the Western Outdoor Leadership Confer-ence.

outDoor aDventureS

1. Study the student life experience, identify high impact strategies and develop an implementa-tion plan to foster a vibrant student life ex-perience and a sense of belonging among all students.

2. Infuse environmental education into 100% of our trips.

3. Work with the USD Office of Sustainability to define and work towards “zero waste” on 100% of our overnight trips.

4. Revise guide training to systematically move towards establishing and retaining six “senior” level outing guides capable of guiding over-night trips without full time staff in atten-dance.

5. Develop a more intentional connection be-tween university Changemaking efforts and outdoor service trips.

HigHligHts

2012-2013 Results 2013-2014 goals

What We DoStudent Activities collaborates to serve as a hub of student involvement initiatives, designed to educate students through advising, program planning, participation and connection to further our purpose of graduating Changemakers.

1. Re-designed the student involvement and information desk space.

2. Welcomed a new assistant director for stu-dent activities and organizations.

3. Increased attendance at key Torero Pro-gram Board events including sporting tailgates and Homecoming Week events.

1. Sponsored an Immersion Trip to Peru with 11 stu-dents.

2. Offered new services in the Creative Zone and ex-perienced a 25% increase in usage from 2011-12.

3. Collaborated with the pre-ceptorial program to co-ordinate first year student attendance at the Alcalá Bazaar and clustered tables by area of interest.

4. Registered 1,842 on and off campus events.

StuDent aCtivitieS


2. Revise the student leader competency guide to be more user-friendly.

3. In partnership with SOLES, complete an inventory of existing Leadership Programs across campus and complete a needs as-sessment.

4. Expand Student Involvement and In-formation Desk services to incorporate student organization support.

5. Evaluate the event registration process to identify possible ways to increase effi-ciency.

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2012-2013 Results 2013-2014 goals

What We DoStudent Life Facilities provides the infrastructure and services to enhance community life within the Hahn University Center, Student Life Pavilion and other event spaces on campus. We are committed to providing an environment that is safe, com-fortable and fosters community.

1. Developed learning outcomes and a rubric for student staff that measure four competency areas.

2. Implemented improved business practices in-cluding an event cancellation policy, enhanced safety procedures, and a consistent pricing for external clients.

3. Established a strong Weekend Programming Board that hosted over 75 weekend events.

4. Coordinated 10,400 internal and external events (+32% from 2011-12).

1. Saved University Events and Promotions approxi-mately $10,000 by offering departmental resources and services formerly out-sourced.

2. Employed over 40 under-graduate students in our office.

3. Coordinated 24 blood drives and received recog-nition from the San Diego Blood Bank.

StuDent life faCilitieS


2. Establish a three-year assessment plan.

3. Develop strategies for managing the in-creasing number of events without an increase in resources.

4. Increase Weekend Program Board events and attendance by 10%.

5. Assist with the implementation of the Changemaker space and Black Student Commons.

6. Work with auxiliary services to develop consistent custodial standards in all areas of the University Center and Student Life Pavilion.

HigHligHts

2012-2013 Results 2013-2014 goals

What We DoStudent Organizations and Greek Life collaborates to serve as a hub of student involvement initiatives, designed to educate students through advising, program planning, participation and connection to further our purpose of graduating Change-makers.

1. Applied for the 2012 AFA Diversity Initiatives Award.

2. Implemented new travel policy for overnight events.

3. Dedicated a chapter advisor to Delta Tau Delta fraternity to ensure their continued success fol-lowing a full member review. Developed a new member program, supported officer transition, and implemented a philanthropic event.

1. Welcomed Kappa Delta Sorority to our campus with a 56 woman chapter that successfully achieved quota in their first year.

2. Implemented a series of By-stander Behavior and Personal Responsibility workshops in monthly chapter meetings for the entire Fraternity and Sorority community.

3. Registered 148 first year students in 12 sections of Emerging Lead-ers, LEAD 161.

4. Registered 227 eligible men for fraternity recruitment and issued 180 bids. Registered 355 women for sorority recruitment and is-sued 316 bids.

5. Wrote 20,000 letters, raising over $43,600 in support of St. Jude’s Hospital.

StuDent organizationS anD greek life


2. Activate the Changemaker student space and integrate efforts with CASA staff.

3. Identify and engage with three new faculty partners.

4. Enhance student organization advisor edu-cation, engagement and recognition.

5. Investigate the possibility of implementing a pre-orientation experience focused on student organization involvement.

HigHligHts

2012-2013 Results 2013-2014 goals

What We DoThe United Front Multicultural Center (UFMC) engages the Uni-versity of San Diego community in exploring and affirming the unique identity of each person. The Center fosters an environ-ment where student leaders feel empowered to become change agents for social justice and builds relationships with faculty, staff, students and community members to develop a foundation that honors and values diversity. The UFMC serves as an educational resource, working to contest the dominance of prejudice and intolerance, and works to enact the values of the University as “a welcoming, inclusive and collaborative community ...marked by protection of the rights and dignity of the individual.”

1. Developed a rubric to measure four com-petencies for center interns through the performance evaluation process.

2. Completed expansion of the Rainbow Educators program to include more di-versity topics and established a Rainbow Educators leadership course.

3. Recruited 60 LINK mentors and mentees for fall 2012, 100% of mentees returned to USD for spring 2013.

1. Increased number of programs and participants: a. 14% increase in the number of community lunches offered, 10% in crease in participants b. 50% increase in Safe Space Allies trainings of fered, 104% increase in participants c. 46% increase in Rainbow Educators presentations, 51% increase in participants d. 56% increase in Greater Than Yourself retreat participants.

2. Developed a new weekly email template to enhance communi-cation with our constituents.

3. Strengthened relationship with CACCHE, co-presented a session at the National Confer-ence on Race and Ethnicity.

United Front Multicultural Center


2. Implement improvements to the LINK mentor program based on assessment findings including increasing commu-nity service opportunities, mentor/mentee connections, and one-on-one meetings among others.

3. Pilot the Rainbow Educators program expansion including finalizing learning outcomes, developing curriculum and assessing the program.

4. Develop meaningful partnerships and education with key stakeholders (i.e., CID, Changemaker HUB, Women’s Cen-ter, Alumni, Faculty).

5. Identify strategies to meet the continued increase in demand for programs and services with the current level of re-sources.

HigHligHts

2012-2013 Results 2013-2014 go a l s

What We DoThe Women’s Center invites women to find voice, develop skills for transformation and understand who they are called to be. The Center empowers women to engage as lead-ers in a student-centered learning community that provides resources and engages students in educational dialogue around gender-related issues. We advocate for a safe, sup-portive campus environment that creates equity among all voices.

1. Continued to increase the visibility of the Women’s Center through social media, par-ticipating in the Summer Bridge program, partnerships with faculty and other depart-ments and sorority recruitment. Results include increased student participation in key programs and in the center, particu-larly with SSS students.

2. Continued student outreach with the First Year Women Rock program averaging eight women attending each session.

3. Launched the new Pregnant & Parenting Students website, offering comprehensive information to students.

1. Implemented C.A.R.E. Advo-cate initiative, providing direct support for students going through the university sexual assault reporting process.

2. Experienced record numbers at new and annual events held during Sexual Assault Aware-ness Week (Spoken Word Workshop, Consent Discussion and Peace Circle).

3. Redesigned the center’s orga-nizational structure to better align with the feminist leader-ship principles to which we aspire.

4. Developed a social justice education and learning model through action research that will guide the center’s work.

Women’S Center


2. Continue to increase visibility of the Women’s Center and services it provides.

3. Provide opportunities to explore gender and its in-tersection with other social identities through events such as “Guess Who’s Coming to Dinner”, First Year Women Rock Discussion Group, and staff and intern trainings.

4. Further develop C.A.R.E. Advocate initiative by streamlining reporting and record-keeping procedures, on-going advocate training, and campus-wide market-ing and outreach.

5. Increase campus-wide support for pregnant and par-enting students.

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2012-2012 Results 2013-2014 goals

What We DoThe Wellness area works collaboratively with the USD community to help and support stu-dents achieve and maintain well being as they strive to reach their personal and academic goals.

1. In collaboration with the university com-munity, develop and implement campus-wide education and prevention initiatives to address alcohol and other drug use and mental health concerns.

2. Participate in the development and imple-mentation of the Social Change Hub’s three-year strategic plan and activate the Changemaker student space.

3. Assess the effectiveness of the collab-orative care model and develop a plan to disseminate the findings and recommenda-tions.

4. Secure funding to renovate Serra Hall 300.

5. Identify strategies to meet the increased demand for Wellness services given no projected growth in staffing.

1. Participated in the coordinated response to 62 sensitive issues team (SIT) cases (+16 or 35% from 2011-12), and 7 critical inci-dent response team (CIRT) cases (-3 from 2012-13).

2. Processed 75 medical leaves of absence (+15 or 25% from 2012-13), 60% involved psychological and/or psychiatric difficul-ties.

3. Institutionalized trainings for International Center staff and faculty on identifying and responding to “Distress, Disruption, and Critical Incidents” for study abroad experi-ences.

4. Collaborative Care model at the Student Health Center increased pathways for students to access mental health services including alcohol, anxiety, depression and suicide ideation screening for 1,769 stu-dents which identified 898 positive screen-ing results.

5. Secured a major capital outlay to design an integrated Changemaker student space in the Student Life Pavilion.

6. Implemented sexual assault C.A.R.E ad-vocate program and submitted a $300,000 grant to support sexual assault efforts.

StuDent WellneSS area HigHligHts

2013-2014 goals

What We DoThe Center for Health and Wellness Promotion provides the University of San Diego community with a comprehensive array of health and wellness promotion initiatives and clinical alcohol and other drugs services.

1. 83% of clients agree or strongly agree that as a result of their visit(s) they are thinking more seriously about their use of substances and 78% agree or strongly agree that they have made positive behavior changes related to their use of substances.

2. Initiated eight medical leaves of absence through our of-fice (+6 from previous years).

3. Identified four marijuana prevention initiatives and implemented two: E-Toke, an on-line assessment, and training faculty and staff who travel with students study-ing abroad.

4. Explored the possibility of formalized Greek Life peer programming and will implement interventions in 2013-14.

5. Conducted wellness trainings for preceptorial assistants, faculty and administrators participating in study abroad programs, and Emerging Leaders Council Summit.

6. Analyzed data from the ACHA-NCHA survey to inform goal setting and revise learning outcomes.

1. Developed a new wellness orientation session for first year students focused on USD’s core values resulting in a significant increase in students’ ability to identify wellness resources.

2. Implemented Nutrition Task-force recommendations includ-ing a healthy menu for Pavilion Dining, Nutrition 101 classes, and SLP dining tours.

3. The Student Wellness area participated in 267 wellness promotion/prevention pro-grams (+8% from 2011-12).

4. The LGBTQQ discussion group met 14 times during the academic year with an average attendance of 12 students.

Center for health anD WellneSS promotion

1. Lead the efforts to develop a comprehen-sive set of environmental interventions to reduce the incidence of problematic drink-ing and drug abuse on campus.

2. Implement peer education initiatives and enhance positive peer influence in the Greek Life community.

3. Explore more effective ways to collect cli-ent satisfaction and behavior change data and pilot a new process this year.

4. Develop CHWP-specific guidelines and protocols for electronic medical record clinical documentation.

HigHligHts

2012-2013 Results 2013-2014 goals

What We DoThe Counseling Center enhances the emotional, relational, and psychological well-being of students. We strive to facili-tate students’ personal growth and enhance their academic success through accessible, culturally congruent clinical and outreach services. We work in collaboration with other Well-ness and university departments and community partners.

1. Conducted an in-depth, qualitative and quan-titative analysis of a large random sample of clinical cases seen in the fall of 2011. Planned changes include implementing improved clini-cal documentation policies and procedures.

2. Implemented an innovative Collaborative Care treatment model for students screened at the Student Health Center for mental health concerns.

3. Developed and implemented a training pro-gram for psychiatric nursing students from the university’s School of Nursing.

4. Developed and implemented an ongoing satellite consultation and screening service for Greek Life.

1. Served 996 students (+13% from 2011-12, and +28% from 2010-11).

2. Experienced an increase in the number of students referred to the community for long-term and specialized care requir-ing “case management” while the number of walk-in/intake sessions, counseling sessions, medication intakes, and medica-tion follow up sessions remained relatively unchanged.

3. Offered eight counseling groups during the academic year for a total of 69 group sessions for 54 different students.

4. Responded to 56 after-hours emergency calls, risk of suicide was an issue in one fourth of these calls, the most common area of concern for all calls.

CounSeling Center

1. Review and update policies and procedures for “case managing” students referred to the community for long-term or special-ized care, clinical documentation of ser-vices, walk-in policies and procedures, and Wellness Area and community psychiatric referral process.

2. Develop enhanced liaison and new provi-sion of satellite consultation services with Residential Life staff.

HigHligHts

2012-2013 Results 2013-2014 goals

1. Completed a successful national search for a Disability Services Coordinator.

2. Developed an implementation plan to uti-lize the $125,000 gift received in 2011-12.

3. Implemented service improvements based on assessment including new electronic informed consent documents, more secure email accounts for communication with faculty and new protocol for service ani-mal utilization.

1. Served 5.7% of the total student population for a total of 463 students registered with Disability Services (+16% from 2011-12)”. The number of undergraduates served, 383, represents a 20% increase in that popula-tion.

2. Experienced a 66% increase in the number of students registered with psychiatric dis-abilities (88 in 2012-13, 53 in 2011-12).

3. Strengthened collaborations with Residen-tial Life, Parking Services, and the Student Health Center to bolster services for stu-dents with temporary health impairments.

4. Successfully continued to provide the full range of support services to the largest number of registered students in the unit’s history despite staffing transitions.

1. Pilot enhanced assessment methodolo-gies for measuring satisfaction of services including collecting data from multiple stakeholders.

2. Continue to develop the implementation plan associated with the $125,000 gift received in 2011-12 and enhance existing donor-partner relationships.

3. Coordinate a comprehensive ADHD workshop featuring Dr. Russell Barkley.

4. Create a protocol for managing special health and disability related housing re-quests.

5. Participate in the launch of the Wellness clinical psychology practicum.

HigHligHts

2012-2013 Results 2013-2014 goals

What We DoDisability Services is committed to helping students with verified disabilities obtain meaningful academic accommodations and support and to help improve access to the many excellent programs and activities offered by the University.

DiSability ServiCeS

What We DoThe Student Health Center provides primary healthcare and promotes the health and wellbeing of students at the Univer-sity of San Diego.

1. Moved into a new, state of the art facility in August 2012 and implemented the expansion of select special-ty services: Immunotherapy (178 visits, + 98% from 2011-12), Travel Medicine (109 visits, + 68% from 2011-12), completed 254 pre-participation physicals, a new service in 2012-13.

2. Implemented the “SHC-8” screening program and assessed its effectiveness. Screened 1,769 students seen at the SHC for depression, anxiety and alcohol use. Of the 898 with a positive response, 51% connected with a mental health provider.

3. Successfully implemented a Collaborative Care Model with the Counseling Center, Center for Health and Wellness Promotion and the School of Nursing Psy-chiatric Nurse Practitioner Program.

4. Contributed to the development of Health and Safety Abroad Response Guide and provided travel medicine consultations.

5. Completed significant steps in becoming HIPPA compliant.

1. Co-Sponsored USD’s first Reproduc-tive Health Awareness Week with Associated Students.

2. Provided a record number of in-person patient contacts, 11,000 (+8% from 2011-12).

3. Served 54% of USD students result-ing in 20,064 patient contacts (+3% from 2011-12).

4. Responded to 47 after-hours calls (-17% from 2011-12) and 816 stu-dents participated in SHC campus outreach events (+5% from 2011-12).

5. Professional staff functions with a high provider efficiency (up to 147%) and receives very positive feedback from students (> 98%) while our full time equivalent staffing compares at below average nationally.

StuDent health Center

1. Assess the collaborative care model and SHC-8 screening program and consider publishing and presenting findings.

2. Expand collaboration efforts across the Wellness units.

3. Increase medical support to students studying abroad by strengthening collaboration with the International Center.

4. Prepare for reaccreditation by Accreditation As-sociation for Ambulatory Health Care (AAAHC).

HigHligHts

2012-2013 Results 2013-2014 goals

aWarDS anD reCognitionMoises Baron USD Parents Association Award of Excellence

Moises Baron STAR Award COMPASS and the USD Legal Clinics

Alejandro CervantesThomas F. Burke Staff Member of the Year AwardUSD Student Affairs

Jessica CritchlowCHR Employee Recognition AwardUSD Human Resources

Liberty HebronFaculty Appreciation AwardUSD Chapter of Mortar Board

Darla Laatsch, RN USD Employee of the Year

Margaret Leary Thomas F. Burke Administrator of the Year AwardUSD Student Affairs

Karen Lese-Fowler Elected to the Board of Directors of the Association of Counseling Center Training Agencies

Toñis ManríquezPartners 4 Life AwardSan Diego Blood Bank

Marie MinnickFaculty Appreciation AwardUSD Chapter of Mortar Board

Jason SchreiberFaculty Appreciation AwardUSD Chapter of Mortar Board

Carmen’s Crusaders Torero Cup ChampionsUSD Employee Picnic

Center for Student Success and Residential LifeNational Overall Excellence Award for MAP-Works EffortsEducational Benchmarking Inc.

Outdoor AdventuresGreen Office Certification (Plati-num)USD Office of Sustainability

Student Leadership and In-volvement CenterGreen Office Certification (Plati-num)USD Office of Sustainability

Mission Statement

In the Catholic tradition, we create an educational environment which mo-tivates and inspires student learning and personal development, serves the University community, and challenges students to make a positive contribu-tion to society.

StuDent affairS2013-2014 StrategiC plan

Student Learning and Development Student Affairs will advance the philosophy that learning takes place in all aspects of campus life. We will engage students holistically, to collaboratively provide purposeful learning experiences and environments that support the University’s mission and learning goals.

• In partnership with Academic Affairs, University Ministry and student governments, design a dynamic sophomore residential and student life experience.

• In partnership with Academic Affairs, continue implementing our comprehensive plan to sustain strong retention of first year students and begin exploring strategies to improve time to degree.

• Participate in the development and implementation of the university strategic plan for diversity and inclusion.

Community, Participation and Engagement Student Affairs will lead the collaborative process of fostering community and “Life-long Torero Pride”. We will be a celebrative, just, inclusive, open and caring community. We will actively engage in providing distinct learning and social experiences driven by Mis-sion, traditions and students.

• Collaboratively work with student governments to increase meaningful opportunities for students to engage in dialogue and authentic relation-ships.

• Implement a plan to further establish and sustain a culture of giving with our current students to support USD’s capital campaign.

• In partnership with Academic Affairs, increase strategies to enhance co-curricular graduate student life.

• In collaboration with the university community, develop and imple-ment campus-wide education and prevention initiatives to address alcohol and other drug use and mental health concerns.

Catholic Identity In collaboration with Mission and Ministry, Academic Affairs and the Council for the Advancement of Catholic Social Thought, the division of Student Affairs will promote our Catholic identity and foster the spiritual development of all students.

• Collaborate to develop and implement initiatives to foster the spiritual development of all students.

• Participate in the development and implementation of the Social Change Hub’s three-year strategic plan and activate the student Changemaking space.

Organizational Excellence Student Affairs will be a dynamic organization with structures and processes that are in-novative, and clear in communication, expectations and roles. Each member of our team will actively contribute to creating an environment where employees’ well-being is valued, and all are well informed, supported an empowered.

• Develop a structure and create a plan for engaging in systematic area and unit review for each unit in Student Affairs and pilot this process with the Student Life area.

• Develop strategies to ensure that pertinent theory and best practices are embedded in our practice so that we maintain relevancy in terms of the contemporary student life experience and needs.

• Identify and implement relevant revenue generating opportunities in Residential Life, Parking and University Scheduling.

University of San Diego

5998 Alcala ParkSan Diego, CA 92110www.sandiego.edu/studentaffairswww.sandiego.edu/torerolife

Student Affairs

The University of San Diego expresses its Catholic iden-tity by witnessing and probing the Christian message as proclaimed by the Roman Catholic Church. The university promotes the intellectual exploration of religious faith, re-cruits persons and develops programs supporting the uni-versity’s mission, and cultivates an active faith community. It is committed to the dignity and fullest development of the whole person. The Catholic tradition of the university provides the foundation upon which the core values listed below support the mission.

Academic ExcellenceThe University pursues academic excellence in its teach-ing, learning and research to serve the local, national and international communities. The University possesses that institutional autonomy and integrity necessary to uphold the highest standards of intellectual inquiry and academic freedom.

KnowledgeThe University advances intellectual development; pro-motes democratic and global citizenship; cultivates an appreciation for beauty, goodness, and truth; and provides opportunities for the physical, spiritual, emotional, social, and cultural development of students. The University provides professional education grounded in these foun-dations of liberal learning while preparing students to understand complex issues and express informed opinions with courage and conviction.

CommunityThe University is committed to creating a welcoming, inclusive and collaborative community accentuated by a spirit of freedom and charity, and marked by protection of the rights and dignity of the individual. The University values students, faculty and staff from different back-grounds and faith traditions and is committed to creating an atmosphere of trust, safety and respect in a community characterized by a rich diversity of people and ideas.

Ethical ConductThe University provides a values-based education that in-forms the development of ethical judgment and behavior. The University seeks to develop ethical and responsible leaders committed to the common good who are empow-ered to engage a diverse and changing world.

Compassionate ServiceThe University embraces the Catholic moral and social tradition by its commitment to serve with compassion, to foster peace and to work for justice. The University regards peace as inseparable from justice and advances education, scholarship and service to fashion a more humane world.

U S DMissionThe University of San Diego is a Roman Catholic institu-tion committed to advancing academic excellence, expanding liberal and professional knowledge, creating a diverse and inclusive community, and preparing leaders dedicated to ethi-cal conduct and compassionate service.

VisionThe University of San Diego is a nationally preeminent Catholic university known for educating students who are globally competent, ethical leaders working and serving in our complex and changing world.

Changemakers.Meet the

USD Strategic Initiatives 2010-2015

• Redesign the Core Curriculum

• Strengthen undergraduate research and scholarship

• Engage students in themed Living-Learning Communi-ties

• Renovate general use classrooms

• Leverage the Ashoka Partnership

• Engage alumni and build relationships

• Expand USD’s global presence

• Assess programs expressing our Catholic character

• Imagine Alcalá Park West

SA Annual Report 2012-13

Documents

Transcript of SA Annual Report 2012-13