Departmental Action Plans

Goals

1.1 Identify, in collaboration with the Vice President for Student Life and the Chief of Staff, the purpose and functions of the department

1.2 Develop department structure, talent and business continuity planning and role expertise

Goals

2.1 Develop a divisional strategy aligned with the strategic plan.

2.2 Collaborate with portfolio leaders to develop portfolio-level data strategies and align with divisional data strategy.

2.3 Collaborate with directos to create department-level data strategies and align with divisional and portfolio strategies.

Goals

3.1 Update divisional learning outcomes, map to existing co-curricular experiences and develop a measurement strategy.

3.2 Evaluate impact, enhance capacity and identify barriers to student success.

3.3 Expand data access and reporting to support decision-making and storytelling.

Goals

4.1 Develop Student Life policies and best practices around data governance.

Goals

5.1 Create an undergraduate student employment experience within Assessment, Data Analytics and Research.

5.2 Routinely engage students in soliciting areas of focus and reporting results.

Goals

1.1 Redesign the Advising and Chapter Support Model: Implement a Developmental Approach model (Provide a high-level intensive, individualized attention geared towards personal development of individuals and organizations) with a Community Organizing model (Organize and equip an interdisciplinary group of well-connected stakeholders in helping fraternal organizations succeed).

1.2 In collaboration with the Director for Assessment, Data Analytics & Research, develop a comprehensive data strategy for the department.

1.3 Enhance capacity for leadership to focus on vision-setting, assessment, long-term planning and external relationship development.

Goals

2.1 Increase strategic collaboration with campus partners to support shared goals related to student engagement, belonging and success.

2.2 Recalibrate program offerings to emphasize student learning, leadership growth, and engagement outcomes.

2.3 Implement a holistic wellness framework that integrates belonging, well-being and accountability, working closely with campus partners.

2.4 Develop and implement structured engagement plans for chapter advisors and alumni that include regular communication, education and recognition.

Goals

3.1 Conduct a comprehensive review of staffing structures, role responsibilities, and chapter and council advising assignments to alight with community needs.

3.2 Reduce administrative burden on professional staff.

3.3 Evaluate policies and operational practices to remove barriers to student access, equity and organizational sustainability.

Goals

4.1 Develop and implement a comprehensive communication and marketing plan.

4.2 Strengthen FSLL’s physical presence to improve accessibility, awareness and visibility across campus. 

4.3 Establish consistent messaging that communicates the value of fraternity and sorority involvement and its contribution to student success.

4.4 Cultivate a unified community narrative that emphasizes shared values and outcomes across councils.

Goals

1.1 Revisit OTP’s mission, purpose and core function in partnership with Student Life and institutional leadership.

1.2 Strengthen internal and external partnerships to support a seamless student transition.

1.3 Advance OTP's organizational capacity and develop sustainable resource structures.

Goals

2.1 Strengthen program quality and scope to engage in intentional design.

2.2 Refine New Student Orientation programming and processes to improve engagement and academic readiness.

2.3 Align Fall and Spring Welcome Days to redesign belonging, connection and readiness touch points.

2.4 Formalize a first-year experience (FYE) framework to extend orientation to a year-long transition.

Goals

3.1 Create a unified student and family onboarding experience.

3.2 Strengthen family engagement as a retention and success strategy.

3.3 Build a coordinated institutional approach to family communication.