Student Life Strategic Plan

Introduction

Launching the strategic direction for the Division of Student Life at a pivotal moment for the University of Florida, higher education and the world, presented unique challenges for garnering engagement and buy-in through the process as well as planning for the future service delivery models.

As the globe grappled with the pandemic, the University of Florida stood poised to redefine higher education by embracing new technologies, leaning into unique collaborations, and increasing their dedication to students. The team took their creativity to new heights, offering robust service delivery virtually and in person. They had reaffirmed their commitment to meeting students where they are, expanding outreach, scope and services to support them with unwavering optimism and devotion to their development and success. Collectively, they gained tremendous insight into students’ needs, learning more about what is essential to their experience and what they need to thrive.

We recognized students are craving meaningful engagement and need the skills required to find balance, build relationships and live optimally. Additionally, we witnessed the tremendous power gained when supporting one another and addressing the needs of communities. With significant shifts to the global workforce, they must enhance their partnerships and connections to prepare students to be active and contributing members of the economy. Moving forward, they will renew their dedication to the community and to fulfilling their land grant mission by expanding service, learning and leadership initiatives locally and internationally.

Methodology

A steering team was charged by Vice President for Student Life, Dr. D’Andra Mull, to facilitate the creation of a new strategic plan for the Division of Student Life. As a member of the steering team, I started by analyzing the strategies of peer institutions to identify common language and themes across the student affairs profession. Four key elements emerged: student engagement and success; well-being; operational efficiency; and inclusion, diversity, equity and access.

We assembled four work groups, one for each theme, with membership representing relevant areas of expertise around the division. The work groups applied their professional insights and used guiding documents, such as the University of Florida’s “The Decade Ahead,” to create questions for other stakeholders. The work groups engaged an array of students, staff, alumni and more in broad discussions. These listening tours with people connected to the Division of Student Life informed the goals and underlying objectives in support of each of the four themes.

I oversaw the work groups, synthesizing their ideas, rough goals and objectives into a comprehensive plan. After engaging key stakeholders and team members to provide additional insights the plan was approved by university leadership. The resulting goals and objectives will guide their strategic direction for the next several years and beyond, serve as a beacon for how their work is framed and set milestones for improvement on the path of excellence.

Solution

The strategic plan is framed by the audience and – pursuant to the mission and vision of the Division of Student Life – with three areas of action: engage, transform and thrive. Through direct student interaction and investments in our team, operations and infrastructure, the Student Life’s strategic plan positions them to honor their mission of creating comprehensively excellent student experience.