The Division of Student Life fosters student success by creating and promoting inclusive educationally purposeful services and activities within and beyond the classroom.
In order to advance our mission of student success and address the strategic gaps outlined by the University of Iowa, our vision is to:
- Establish Iowa as a national leader in student engagement and holistic well-being practices that promote student success
- Lead boldly in diversity, equity, and inclusion by developing and engaging in programs and initiatives that educate and hold staff and students accountable to grow, learn, and enact change
- Create a cohesive student experience to support individual and community success
- Expand our effectiveness through staff support, resource growth, productive relationships and proactive communication
The Strategic Plan is guided by and will be implemented in alignment with the values of the Division of Student Life.
- Collaboration: We invest time and energy into partnering for the greater good of student success
- Equity: We provide communities where individuals of all identities are believed, cared for and empowered
- Integrity: We are honest, reliable and extend goodwill to others
- Leadership: We are a catalyst for forward action, even when it is unpopular
- Learning: We use assessment, critique, reflection, and research as tools for improvement
- Respect: We recognize and value the views and dignity of each person, even when we disagree
Goal 1: Student Engagement
Enhance the student experience through meaningful engagement and high-impact practices.
- Define and adopt a Division and institutional definition of student engagement that reinforces a broad array of significant learning experiences
- Inventory and evaluate existing high-impact practices* to identify effective practices and opportunities to scale
- Implement interventions to increase equitable participation in student engagement activities
- Align resources to support effective practices and signature programs focusing on a continuum of engagement (all virtual to all in person)
- Create partnerships across campus, particularly with the Office of the Provost and Vice President for Research, to promote engagement opportunities, including undergraduate research
- Implement the Hawkeye Engage tool, a data-driven platform to help students explore and reflect upon opportunities for engagement
- Percent of 4th year students engaged in high-impact practices broken down by all students and underrepresented students
- Hawkeye Engage usage data
- Number of high-impact experiences offered
- Number of partnerships outside DSL
- Funding and resources audit for effective practices and signature programs
- Connect student attendance information to student success measures (GPA and retention)
- The Student Engagement Work Group has been charged with creating a definition of engagement. View the work group charge and members.
- Director of Project and Partnerships serves on Hawkeye Engage Steering Team, and updated goals, timeline, and requirements for the Hawkeye Engage tool have been outlined.
- Piloting Division of Student Life Undergraduate Research Fellows to provide a research experience for undergraduate students and support staff in the Division of Student Life in conducting research projects.
- The Student Engagement Work Group has submitted its report, outlining a definition of student engagement and providing recommendations on how to integrate the definition across the Division of Student Life. View the work group's report and recommendations.
- Hawkeye Engage is a web-based tool where students can purposefully plan experiences (co-curricular and curricular based), and for the University of Iowa to capture, catalog, and analyze the breadth of student engagement activity that supports student development. Hawkeye Engage is partnership between the Division of Student Life, Office of the Provost, and Information Technology Services. Phase one of the project is expected to be complete in fall 2021.
- The Undergraduate Research Fellowships provide a research experience for undergraduate students and assist staff in the Division in conducting research projects in support of student success. Spring 2021 was the initial pilot of the program with four research projects and five fellows. Fellows indicated that as a result of this experience they can create clear objectives or research questions for a research project, select the most effective methodology to use, and present their research to a broader audience. View the spring 2021 report.
- The Student Engagement Implementation Team is charged with implementing the recommendations of the Student Engagement Work Group. See the work group charge.
- The first phase of Hawkeye Engage will launch in spring 2022.
- The Student Employee Learning Outcomes Work Group was charged with outlining learning outcomes for student employees across the Division of Student Life and creating a process to support departments in operationalizing these learning outcomes within the department. View the final report and recommendations.
- The Student Engagement Implementation Team completed its charge to implement the recommendations of the Student Engagement Work Group.
- The Engagement Record (i.e. Hawkeye Engage) launched in spring 2022. The record currently includes student engagement in student organizations, student employment, and fraternity and sorority life. Next steps are to add volunteering and service to the record in fall 2022.
- Progress made to include research, internships/practicum, and service learning in the Engagement Record system.
- Staff in the Division of Student Life are serving on a UI Strategic Plan working group to implement the following strategy: “Create an infrastructure to promote shared high-impact practices such as research, scholarship, and creative activities; internships; study abroad and other international experiences; civic and community engagement; and mentored student employment."
- Added Athletic and Intramural involvement to the Engagement Record. Added partial volunteer/service experiences to the Record. Outlined research, internship, and practicum opportunities to include in the Record by the end of summer 2023.
- Additional staff members have been trained to work on Engagement Advising.
- Engagement Record has been shared with student organizations under the L&E portfolio (i.e., FSL councils, CAB, etc.).
Goal 2: Holistic Well-Being
Lead a campus-wide movement to enhance holistic well-being.
- Adopt a common definition of well-being to incorporate safety and access to basic needs
- Define organizational model/structure for a collaborative and holistic approach to well-being that addresses health inequities
- Prioritize well-being through staffing, hybridization (in person and virtual) of services, creation of an integrated well-being facility, and adequate resource allocation
- Partner with the Office of the Provost to leverage the well-being model to support University of Iowa retention goals
- NCHA data
- Student climate data
- Clinical load data
- Retention data
- Well-being facility usage
- Student Care and Assistance data trends
- Basic needs assessment and allocation of resources (food pantry, meal share, etc.)
- The Well-Being Collaborative is working on a health and well-being model and facility planning.
- Mindfulness and resiliency programmingexpansion for students.
- Reinvigoration of Kognito, an online, interactive role-play simulation program for students, faculty, and staff that builds awareness, knowledge and skills about mental health and suicide prevention, and other suicide prevention work.
- The 2019-2022 UI Alcohol Harm Reduction Plan contains multiple, mutually reinforcing, and research-based strategies.
- The University of Iowa Anti-Violence Coalition (AVC), made up of campus stakeholders and community partners, worked together to identify action items for the 2018-2021 Anti-Violence Plan that focus on prevention and education, policy, and intervention. The plan will be updated in summer 2021 with data from the 2021 administration of the Speak Out Iowa Campus Climate Survey on Sexual Misconduct.
- The Okanagan Charter was identified as a guiding document for becoming a health and well-being promoting campus. The Division of Student Life will move forward with formally adopting the Okanagan Charter. A definition of well-being has been drafted by the Well-Being Group.
- The Well-Being Group is conducting focus groups with campus partners to receive feedback on the well-being definition and understand strengths and gaps around health and well-being on campus.
- The definition of well-being was outlined: Well-being at the University of Iowa is a process focused on life-long learning that promotes and sustains optimal health, personal connectedness, meaningful experiences, and a purposeful life.
- To advance the work around holistic well-being and support the Division of Student Life’s goals, several units/initiatives have been aligned under the Office of the Dean of Students under the Well-Being and Basic Needs umbrella. These units/initiatives include: Student Wellness, Student Care and Assistance, Student Legal Services, Off-Campus Housing Student Support, Harm Reduction, Food Pantry, and Clothing Closet.
- The Well-Being & Mental Health Collaborative has been charged with outlining strategic priorities and a 3-year plan to meet our vision for the University of Iowa to embed well-being and mental health into all aspects of campus culture and, leverage research, collaboration, and action to improve the well-being of our campus, the state, and the world. The Collaborative consists of participants who oversee mutually reinforcing activities around health and well-being on campus or in the community. View the charge.
- Student Care and Assistance added new staff: A. Basic Needs Coordinator to support student basic needs, including helping raise awareness, create partnership, and increase access and support for the food pantry, Clothing Closet, and other campus and community resources. B. two new Student Care Coordinators to provide follow-up services for students who have had law enforcement contact, crisis intervention, or hospitalization.
- The University of Iowa began a new partnership with CommUnity Crisis Services in Iowa City to provide 24/7/365 mental health concern and support assistance via phone, chat, and text for all students, in addition to in-person response and transport to care facilities as needed and appropriate for the situation.
- DSL held a session targeted at supervisors/leaders around workplace flexibility and wellbeing. Our goal was to educate leaders about ways they can better support flexibility in the workplace to increase employee well-being.
- The 2022-2025 Alcohol Harm Reduction Plan was developed. Implementation begins fall 2022.
- Planning is moving forward to include a new Well-Being Center within the Iowa Memorial Union.
- Established a continuous contract with Care Ambulance, LLC for medical or emergency transports from residence halls and University Counseling Service.
- Ongoing commitment to provide 24/7/365 support through the UI Support and Crisis Line in partnership with CommUnity.
- The Well-Being and Mental Health Campus Collaborative Steering Team met regularly throughout the semester, developing guiding principles. They drafted six priority areas (Built and Natural Environment, Collaborative Leadership and Framework, Connections, Inclusion and Purpose, Food, Nutrition and Movement, Mental Health and Resilience, and Substance Use) and created work groups for each. The Well-Being Collaborative will be instrumental in the implementation of the Holistic Well-being and Success strategy of the UI Strategic Plan.
- Launched the 2022-2025 Alcohol Harm Reduction Plan and identified priorities for the 2022-23 year: Providing educational support around safe drinking practices for student organization, assisting with the implementation of protective environments including recommendations from the Alcohol Pilot Program with the Department of Athletics, and helping the campus community understand alcohol use as a continuum rather than drinker vs. non-drinker.
- As the implementation team for the UI Strategic Plan Holistic Well-Being and Success Goal (4A), the Well-Being and Mental Health Campus Collaborative developed a campus well-being inventory framework and the subcommittees compiled inventories of programs, services, and initiatives for faculty, staff and students for each of the 6 priority areas (Built and Natural Environment; Collaborative Leadership and Framework; Connections, Inclusion and Purpose; Food, Nutrition and Movement; Mental Health and Resilience; and Substance Use). Provided numerous presentations and discussions regarding the collaborative and holistic well-being.
- The Food Pantry and Clothing Closet expanded outreach efforts that included pop-up shopping and collaboration with International Programs.
- Fall 2022 IMU renovation and Well-being Center project activity and updates:
- Held a series of planning meetings with UI officials and project consultants
- Vice President Hansen presented the project concepts at On Common Ground (September 2)
- Held three stakeholder meetings with faculty, staff, and campus partners (August 8 [2x] and August 10)
- Held one stakeholder meeting with student leaders (September 14)
- Secured a minimum commitment of $100 per student per semester ($200 annual) fee increase from the student governments to support the project
- Joe Bilotta presented the project concepts with Staff Council and Faculty Senate
- Secured a new “home” for the International Writing Program with the Graduate Hotel Iowa City. UI Purchasing agreement was signed prior to winter break.
- Created a RFP to hire an architect for the project (January 2023).
- Implemented a new operations structure for the Food Pantry and Clothing Closet that employs four undergraduate students (managers and coordinators), in addition to volunteers. In collaboration with DSL partners, preparation is underway for the expansion and move of the Food Pantry/Clothing Closet to the lower level of the IMU this summer.
- The Well-Being and Mental Health Campus Collaborative has identified priorities (high impact/low resource and high impact/high resource) from the subcommittee inventories that will be integrated into the Year 2 UI Strategic Plan. The Collaborative has also developed an evaluation framework that includes high-level, mid-level, and local level well-being metrics as well as evaluative questions that will be piloted FY24.
- Administered the National College Health Assessment to undergraduate, graduate and professional students. Will share college-specific results and work to foster collaboration that supports embedding well-being practices and provides connections to well-being resources.
- Integrate DEI into daily work by establishing leader behaviors (student-first, employee-first, organization-first behaviors that demonstrate organizational values and illustrate desired organizational norms of being and doing)
- Engage leadership in an Equity Institute
- Revise the Division’s supplemental performance evaluation document to increase accountability for DEI
- Communicate the DEI Action Plan consistently throughout the Division and across campus
- Refresh the plan as goals are achieved to ensure continuous improvement
- Student and employee climate data
- URM staff retention
- Staff participation in DEI work
- Staff participation in pipeline/leadership programs on campus (such as the Executive Leadership Academy and VPSL fellowships)
- DEI evaluation further developed in program review
- Current updates for the Diversity, Equity, and Inclusion Action Plan can be found on Student Life website.
- Pilot of Being Circles, an organizational strategy that supports sustainable anti-racist practice, in the 2020-2021 academic year.
- Outlined a communication plan for the DEI Action Plan to consistently share progress with the Division and across campus.
- Departments within the Division of Student Life are integrating various DEI programs and practices (i.e. professional development and training opportunities, DEI dialogues, DEI work groups, etc.).
- DSL Executive Leadership is following the President/Cabinet model of reading and discussing a shared book, Caste by Isabel Wilkerson. Time is allotted during Executive Leadership Team meetings to discuss the book.
- Refocused the supplemental performance evaluation document to prioritize goal setting for the next year and integrating practical DEI goals that support equity and inclusion in everyday work.
- Implementation of the DEI Action Plan for the 2021-2022 academic year will focus on four priority areas and updates will be provided on a yearly basis.
- The Division of Student Life is partnering with the Multicultural Initiatives Research Team to provide workshops to DSL leadership on a process oriented approach to DEI work and consulting with the MCI team on strategic projects.
- The Division of Student Life has outlined three priority areas for the 2021-2022 academic year, 1) create a diversity, equity, and inclusion training plan for DSL staff, 2) outline a retention plan for staff of color, and 3) conduct a review of departmental policies, processes, programs, and physical spaces.
- Implicit bias training will be available to the Division starting in spring 2022.
- The Division of Student Life Executive Leadership Team has worked through the half of the Caste workbook and were the initial group of DSL staff to undergo the implicit bias training.
- The Division of Student Life partnered with the Multicultural Initiatives Research Team to provide workshops and consultations. Next steps are to integrate the skills learned in the workshops and consultations into everyday Division work.
- Contracted with an expert in DEI training to create a training plan for the Division. A needs assessment and focus groups elicited DEI training strengths and improvement areas from DSL staff. View the final DEI training plan.
- The Leadership Team was charged with completing a review of departmental policies to December 2022.
- Eight Implicit Bias training opportunities were provided in spring and summer 2022.
- Launched the Kognito, Creating Inclusive Communities, pilot program with 170 individuals across campus.
- The Executive Leadership Team completed Caste, with facilitated Caste workbook discussions.
- Worked with a consultant to conduct a DEI training needs assessment with DSL staff and create DEI training plan and associated materials.
- Provided three implicit bias trainings to staff (in and outside the Division of Student Life) in fall 2022.
- Clarified that departments and supervisors should use Spot Awards and Exceptional Performance Awards to reward staff for engaging in diversity, equity, and inclusion work beyond their job responsibilities. Updated information is outlined on the DSL intranet and was shared with DSL executive leadership.
- Implicit Bias facilitators are paid $200 per implicit bias training in recognition of their dedication to DEI work outside their regular responsibilities and support of a key DEI goal of the Division of Student Life.
- Diversity, equity, and inclusion goals/initiatives/etc. were more clearly outlined as an essential aspect of the self-study component of the departmental program review process.
- In collaboration with DDEI, DSL, HR, and Provost office we added Cultivating Inclusive Communities by Kognito (a health simulation vendor). They offer online, evidence-based role-play simulations for faculty, staff, and students. By providing a space that is safe for faculty and staff to practice having these tough conversations, they are providing us with confidence and the skills we need to help ourselves, peers, or students succeed. To date we have invited 401 individuals to participate, of which 335 completed (84% completion rate). 96% of faculty and staff would recommend to others
- MISSE in collaboration with CIAE has prioritized being more intentional in developing relationships with native populations. LNACC student staff and the coordinator attended the Meskwaki Pow Wow. Additionally, LNACC in partnership with admissions, NAC, CIAE visited the Meskwaki high school to engage with students and provide them with college resources. LNACC, NAC, NASA, and CIAE hosted Native middle and high school student groups and provided a panel with college native students.
- DSL staff provided consultation, training, and DEI interventions to students and colleagues specifically in Dance (sense of belonging) and Theater (collaborations and DEI support).
- Preliminary renderings of the cultural neighborhood have been created in collaboration with the MISSE coordinators, students, and alumni. Data collected the past two year will be used for fundraising purposes and to help various constituents conceptualize the cultural neighborhood.
- DSL exit data analysis and report is complete and was shared with Division leadership and with staff during the April On Common Ground meeting.
- Diversity, equity, and inclusion metrics and progress measures were added to the departmental program review guidelines.
- Departments completed a diversity, equity, and inclusion policy review. An annual policy review process will be implemented starting in the 2023-2024 academic year.
Goal 4: Community and Sense of Belonging
Cultivate virtual and in person programs and physical spaces that promote a sense of belonging, opportunities for socialization, and community development.
- Develop cultural neighborhood with both infrastructure and robust programming (staffing, physical plant, and adequate resource allocation for existing cultural and resource centers; construction of a Cultural Neighborhood)
- Complete a graduate and professional student needs assessment and develop intentional outreach that invites graduate and professional students to participate in initiatives and programs
- Invest in student support partnerships with collegiate and academic advising staff
- Invest in the student employment experience by providing high-impact practices through Iowa GROW® and essential skill development
- Collaborate with the Division of Diversity, Equity, and Inclusion to facilitate ongoing opportunities for the community to engage in difficult dialogues
- Promote a broad definition of civic engagement and create high-impact opportunities for students
- Using evidence-informed practices, outline programs and services to increase sense of belonging for first-generation students
- Percent of all students served by Division programs/services broken down by undergraduate and graduate/professional, first-generation status, and underrepresented minority (URM) students
- Percentage of students involved in civic engagement activities
- Sense of belonging data from first-generation and URM students
- End of year reporting from departments on communities served
- Virtual Lesson Learned Work Group has been charged with capturing and generating themes of the lessons learned from the switch to virtual programming in the 2020-2021 academic year and outlining principles for the Division of Student Life moving forward. View the work group charge and membership.
- Graduate & Professional Needs Assessment Work Group has been charged with creating and administering a needs assessment to graduate and professional students. View the work group charge and membership.
- Drafted a working definition for civic engagement at the University of Iowa and are collaborating to align with the definition of student engagement from goal #1.
- Identified key campus and community partnerships that are critical to the development of a civically engaged student body.
- Working to engage and coordinate with student organizations who have a civic engagement mission that aligns with the University’s vision for civic engagement.
- Completed the second year of planning for the cultural neighborhood with Campus Planning and Development.
- Met with cultural center stakeholders multiple times during phase two planning. Feedback on the purpose of the centers was analyzed and the themes emerged: providing a sense of belonging, creating a space to enhance identity development and promote inclusivity, providing a place to honor heritage and cultural connections, ensuring universal access to students of all abilities, and supporting student success in various ways.
- The Graduate & Professional Student Needs Assessment Work Group has been collecting information on tailored services for, utilization of services by, and existing sources of data on graduate and professional students. Four subcommittees, Needs Assessment, Distribution, Focus Group and Report Subcommittees, have been created and will start meeting in the summer.
- Iowa GROW® is focused on making student employment a high-impact activity, one that requires students to reflect on their learning and connect their learning within and beyond the classroom. 2021 student employee data indicate that those who have Iowa GROW® conversations are more likely to agree that their student employment experience helped them gain key skills such as critical thinking, conflict negotiation, verbal communication, and working with diverse others.
- Mindful and Engaged Hawkeyes conversation sessions (in-person/virtual) were used as an opportunity for faculty, staff, and students to come together in community and speak freely about events that were happening in our community and world.
- Through this last school year, over 10 sessions (in-person/virtual) were provided that were attended by faculty, staff, and students. Conversation in these spaces was thoughtful, healing, and needed.
- Mindful and Engaged Hawkeye will be used again in the 2021-2022 academic year, as a platform to invite conversation, differing ideologies, and opportunities to sit and talk in community with peers.
- A cohort of first generation students will be working in the Division through the Hawkeye Talent Initiative in fall 2021.
- Cultural neighborhood planning is moving forward. A set of conceptual renderings was designed to support the fundraising efforts.
- Graduate and Professional Needs Assessment Work Group completed its work in spring 2022 after conducting a needs assessment and 11 follow-up focus groups. View the final report here. The Work Group created 25 individualized department/college reports to ensure the results were shared with various campus stakeholders. Recommendation implementation is ongoing.
- The Division of Student Life is partnering with faculty member in the Department of Communications Studies and the Division of Diversity, Equity, and Inclusion on an Obermann Working Group. The working group will meet throughout the academic year to outline ways to support students in building skills and engaging in difficult dialogues in a variety of settings. The working group will discuss research and best practices around dialogue, deliberation, and the intersection of freedom of expression and inclusion.
- DSL is partnering with Academic Support and Retention and other campus stakeholders on the First-Generation Hawks program. The number of students receiving support through First Gen Hawks doubled in fall 2022.
- Continuing to build support for Cultural Neighborhood with various constituent groups. Created a project brief for use by UICA in fundraising for the project.
- Division of Student Life, in partnership with a faculty member in Communication Studies and the Division of Diversity, Equity, and Inclusion is leading an Obermann Working Group on Facilitating Difficult Dialogues. The 16-member group met four time during the fall semester to discuss recent literature and learn about programs both on campus and at other institutions.
- Reviewed and updated of Hawkeye Spring Break (HSB) curriculum. This curriculum is broken into modules that will be piloted to provide learning/support for students engaging in other service-learning activities.
- Continued to make investments in service learning and civic engagement opportunities through partnership between Student United Way and United Way of Johnson and Washington Counties to provide service and service-learning opportunities for individuals and groups, and through Hawkeye Hustle, a collaboration with University Advancement, Entrepreneurship, and the LSCE Team. This program provides training around entrepreneurship and encourages student leaders and student organizations to submit project proposals for funding on projects that have a social impact or relate to civic engagement.
- IMU modernization project activity and updates:
- HawkeyEsports Arcade (completed)
- International Ballroom (completed)
- War Memorial update and Hawkeye Distinguished Veterans Award plaque (completed)
- Land Acknowledgement Statement display (in progress)
- Harold Bradley display (in progress)
- Veteran’s Plaza (in progress)
- Implemented various initiatives in support of graduate and professional students in response to the needs assessment. View updates
- Departments across the division provided programs and services to graduate and professional students as a direct result of the recommendations outlined in the needs assessment. View the report here.
- Completed a brochure on well-being and basic needs resources for graduate and professional students. The brochure will be shared with the Graduate College and distributed during Graduate Orientation.
- Outlined recommendations for the University of Iowa as a part of the Facilitating Difficult Dialogues Obermann Working Group. View the final report. The working group will be offered again for the 2023-2024 academic year.
- Developed and implemented updated curriculum around civic engagement within the Hawkeye Service Breaks program. This curriculum has been developed to be used asynchronously, and we will be partnering with Student United Way to use with their leadership and select programming.
- Mindful & Engaged Hawkeyes hosted two HESA practicum students. The students worked with USG and GPSG to aid them in voter awareness on campus to get students more invested in the on campus voting experiences. They also worked with the Dean of Students Advisory Board to engage students with the Day of Dialogue event hosted this spring.
Goal 5: Staff Support
Recruit, retain, engage and develop employees at all levels to enrich student success.
- Review staff salaries for competitive alignment with peer institutions, industry norms, and internal comparative positions
- Assess experience and expectations of merit staff’s sense of belonging as Division employees
- Utilize and share data from the Working at Iowa Survey and employee exit interviews to guide policy improvement and effective supervision
- Implement consistent and equitable opportunities for professional development across the Division
- Continue to engage staff through multiple effective communication strategies, including periodic Division gatherings, and both virtual and in person options
- Expand the hybridization of our programs and services to support remote work and student access
- Staff retention
- Working at Iowa Survey data
- Climate Survey data
- Staff participation in professional development and division events
- Identifying opportunities for staff advancement and identifying internal staff for open positions.
- Providing staff fellowships in the Office of the Vice President for Student Life and the Office of Assessment, Improvement, and Research.
- Regularly identifying SPOT, Exceptional Performance and High Five awards for staff.
- Conducting a salary equity review.
- Exploring the option to implement a strategic analysis of P&S salaries aligning potential market adjustments within the departmental review process.
- All regular Merit staff were awarded 1.1% across-the-board salary increase in addition to the Iowa Board of Regents 1% merit increase effective July 1.**
- Outlining DSL priority areas for the next two years in alignment with data from the Faculty/Staff Climate Survey.
- DSL has utilized experiential development opportunities to develop staff proficiency in various areas of interest.
- Staff members were offered the opportunity to become implicit bias trainers to expand their training competency and experience.
- A return to campus pilot plan has been implemented with a number of staff electing to work a hybrid or flexible work schedule.
- Based on the results of the Working at Iowa and Faculty & Staff Campus Climate survey data, the Division has identified two priorities and several strategies to address our results. Priority #1: Ensure Division of Student Life staff feel valued. Priority #2: Increase education and training for supervisors to create a positive culture by focusing on leadership skills, not just supervisory skills.
- The Awards and Recognition Program Work Group has been charged with creating a comprehensive DSL Awards and Recognition Program. View the charge.
- Implemented salary review as a part of the departmental program review process in fall 2021. Recreational Services, Women’s Resource and Action Center, Multicultural and International Student Support and Engagement have completed salary reviews.
- Outlined Future of Work guidelines for the Division that provide direction on promoting individual and unit flexibility in support of staff satisfaction and well-being.
- Created the DSL Above and Beyond Award to recognize staff who perform work outside of their day-to-day key areas of responsibility in an exemplary manner and which contribute to the goals, values, and priorities outlined in the DSL strategic plan.
- Raised student minimum wage in University Housing & Dining to $11/hr. and worked with University HR to increase minimum salaries for merit staff in classifications 3/4/5 to $15/$15.25/$15.50 per hour, respectively.
- Hired an Assistant Director of Human Resources that will provide support for supervisory training and other organizational and leadership development training opportunities for DSL staff.
- Engaged in a DSL Leadership Team Retreat in October that focused on the Staff Support Goal. Leadership Team members are serving on one of three work groups to outline opportunities (projects/programs/services) to support staff satisfaction, staff engagement, or staff well-being.
- Provided a 1% merit increase in FY22 (no non-contractual merit increases were provided from 7/1/2017-6/30/2021) and providing a 2% merit increase in FY23.
- Increased the minimum starting rates for pay grades 3-5 which led to 112 salary increases (Custodians = 50; Food Service = 62).
- Provided 56 (Custodians = 33; Food Service = 23) decompression adjustments based on seniority for staff in pay grades 3-5.
- Will increase the minimum starting rates for pay grades 3-7 on 1/1/2023. This is expected to lead to approximately 108 salary increases (Custodians = 54; Food Service = 54).
- Will provide decompression adjustments based on seniority for staff in pay grades 3-7 on 3/1/2023 which is estimated to lead to about 55-60 additional increases.
- Provided 22 discretionary pay adjustments based on a Facilities Management project or other employment actions.
- Provided 255 Merit spot awards in FY22 (Custodians = 106; Food Service = 102; Other = 47).
- Provided 6 Merit extra-meritorious pay awards in FY22.
- Provided $1,000 retention payments for current regular Merit staff in pay grades 3-6 .161 payments were provided (Custodians = 69; Food Service = 92).
- Will provide $1,000 retention payments for those who remain employed in a qualifying position on 5/1/2023 and again on 11/1/2023.
- Will provide $1,000 recruitment payments for all regular external Merit staff appointments for Cook I and Kitchen Helper I on the first paycheck following 30 days of employment.
- Increased the shift differential from $0.60 and $0.65 to $0.90 and $1.25 which impacted about 15 Merit staff.
- Increasing the shift differential to $1.25 and $1.75 on 1/8/2023 which will impact about 15 Merit staff.
- Provided $2,000 recruitment payments for all regular external Merit staff appointments for Cook I, Kitchen Helper I, Food Worker I, and Custodian I on the first paycheck following 30 days of employment (May 1 – September 30.)
- Provided second $1,000 retention payment on 5/1/2023 for regular Merit staff in pay grades 3-6 employed within the Division as of 11/1/2022.150 payments were provided.
- Shared data from the Working at Iowa Survey, Campus Climate Survey, and employee exit interviews and incorporated findings into a collaborative leadership training program (available July 2023.)
Goal 6: Resources and Development
Grow and align Division resources and revenue to support priorities.
- Develop new sources of revenue through philanthropy and partnership
- Partner with the University of Iowa Center for Advancement (UICA) to increase alumni engagement based on affinity/student engagement
- Work with campus partners to build parent and family engagement strategy
- Sponsor development training for staff
- Recommend adoption of customer relationship management (CRM) system to track students through alumni status
- Review sources and uses of funds to identify opportunities for efficiency, including outsourcing and shared service models
- Establish partnership with campus master plan
- Expand strategic partnerships
- Philanthropic giving
- Alumni engagement
- Number of strategic partnerships
- Grant writing development and training
- Identified priorities for UICA capital campaign.
- Parent and Family Network redesign.
- Capital project planning (residence halls, IMU, well-being, Cultural Centers).
- Negotiated an MOU with UIDPS to pay for a Case Manager position to be housed in the Dean of Students.
- Outsourced Hawk Shop, which brings recurring monetary benefits to the DSL and IMU. This outsourcing is expected to provide $1.3 million annually.
- Vice President Hansen serves on the core Campus Development Team, which oversees the campus master plan.
- Scott Seagren, DSL Business Officer, serves on master plan committee.
- Exploring campus-community partnership to expand after hours mental health support.
- Underwent a process to identify cost savings in each department/unit. Reallocated funds and staffing to priority areas (e.g., basic needs, student care).
- The Parent and Family Network has outlined a new mission, “Connecting all University of Iowa parents/guardians and families to the undergraduate student experience at the University of Iowa.”
- The Parent and Family Network Council has also outlined a new mission, “The Parent and Family Network Council provides opportunities for involvement for parents/guardians who want to make a positive impact on undergraduate student life at Iowa through advocacy and philanthropy.”
- Meetings with the University of Iowa Center for Advancement (UICA) are ongoing in an attempt to inventory shared data amongst colleges, departments, and the UICA. An additional potential outcome of these discussions is an agreed upon CRM to move forward with at the campus level.
- Collected all current data sharing agreements that departments in the DSL have with the UICA.
- Created and currently implementing a donor acknowledgement “system” to be utilized by DSL directors/leaders to thank donors making gifts to DSL-related UICA funds.
- Reimagined the former “CSIL Collaborations Fund” to the “DSL Priorities Fund” and have secured approximately $55K from Undergraduate Student Government for the second consecutive year to support DSL priorities.
- Secured $20K annually for five years from Follett Higher Education Group to support UI Dance Marathon (not part of the Operating Agreement).
- Increased the utilization of “ThankView” videos to both thank donors and encourage donor engagement.
- Worked with Undergraduate Student Government leadership to secure funding from the USG contingency account for DSL-related programs, services, and activities.
- Increased support for DSL departments and units from the Student Activity Fee regular, annual SAF allocations process.
- Secured $50K annually from Follett Higher Education Group to support DSL priorities, at the discretion of the Vice President.
- Leadership, Service, and Civic Engagement (LSCE) worked with the Pomerantz Career Center to transition the Introduction to Leadership academic courses to the PCC. This transition allows LSCE to focus their time and talents on signature, high-impact experiential learning opportunities, such as Hawkeye Service Breaks, building more robust civic engagement opportunities, Mindful and Engaged Hawkeyes, and ensuring that student organization leaders are equipped with skills to lead now and in the future.
- The University of Iowa began a new partnership with CommUnity Crisis Services in Iowa City to provide around-the-clock mental health crisis and support assistance via phone, chat, and text for all students, in addition to in-person response and transport to care facilities as needed and appropriate for the situation.
- Plan to submit the IMU/Well-being Center to Board of Regents for permission to proceed, fall 2022.
- The Vice President commenced a review of central services units (SLC, HR, Finance) to ensure adequate staffing and support.
- Secured donor commitment for 3-year gift in support of Hubbard Scholars program. Hired part-time program coordinator.
- Secured funding from Office of the Provost, University College, Human Resources and Division of Diversity, Equity, and Inclusion to cover the $100K cost of Kognito Mental Health training module, and additional Creating Inclusive Communities module. The Graduate and Professional Student Government has committed $50,000 over the next 3 years.
- Received $344,000 in athletics revenue to support harm reduction efforts.
- Secured $98,000 in central funding to support maintenance and custodial services for the Cultural Centers.
- Shifted MNRA expenses to College of Education and Finance & Operations. Secured 3-years of central funding to establish sustainable financial model.
- Secured $60K outright gift from the Heider Family Foundations to support a variety of DSL UICA funds (Student Life Food Insecurity Fund; Student Engagement, Leadership, and Research Fund; Vice President for Student Life Development Fund; Rape Victim Advocacy Program Fund).
- Confirmed in-kind contributions from the Graduate Hotel to support programming space for the Cultural Centers and linens/towels for our basic needs initiatives. Working with Graduate Hotel leadership to secure in-kind contributions to support “safe rooms” and “lease gap rooms” upon the decommissioning of the Iowa House Hotel.
- Secured $50K annual contribution from Undergraduate Student Government to support VPSL priorities.
- Secured in-kind $30K contribution from a vendor (and alumnus) to help underwrite the consulting fee cost for the commissioning of the IMU eSports venue. o Secured an outright gift for additions and enhancements to the IMU War Memorial.
- Instituted a weekly UICA donor gift reporting process to facilitate appropriate and timely acknowledgments by Division leadership for gifts received.
- Maintained salary & benefits totaling $78K from UI Health Care for the Assistant Director for Dance Marathon Programs position.
- Reimagined the Parent & Family Network Council, including council role, scope, composition, functions, and meeting frequency.
- Secured $30K in funding from the Panhellenic Council to create two additional scholarship funds with UICA. There are now eight endowed UICA funds created by FSL, totaling over $130K in initial investments.
- Explored opportunities to partner with Iowa City Downtown District to increase protective environments.
- Alumni development trip to New York City to meet with former student organization and UISG leaders (November 5-9)
- Secured a minimum commitment of $100 per student per semester ($200 annual) fee increase from the student governments to support the IMU renovation and Well-being Center project.
- Secured $137.5K additional funding (beyond annual Fixed Cost funding) from USG to support DSL initiatives
- Restorative Justice: $35K
- CommUnity Support: $25K
- IMU Room Renovations (Zoom Capabilities): $20K
- Food Pantry: $20K
- HawkTools: $10K
- Dean of Students Quick Guide: $7.5K
- HawkeyEsports Arcade: $5K
- Fresh Check Day: $5K
- Leadership Development: $5K
- DSL First-Gen Student Employment Program: $5K
- Generated $34K from external activations to provide additional financial support
- CAB – $6.8K
- IMU – $6.8K
- DSL – $20.4K
- Secured $8K from USG, $8K from International Programs, $8K from the Office of the President, and $2K from GPSG to support the International Ballroom renovation and renaming project
- Secured $10K private gift for the Hawkeye Community Rowing Program
- Secured $15K private gift for the Student Disability Services Academic Programming Fund
- Secured $5K private gift to support the War Memorial project and Hawkeye Distinguished Veterans Award recipients’ plaque
- Received $5K private gift-in-kind Yamaha Baby Grand Piano for the Iowa Memorial Union
- Secured $100K private gift to support APACC/Cultural Centers relocation project
- Provided weekly UICA gift reports to DSL leaders for acknowledging and thank donors
- Maintained annual $50K contribution from Follett to support DSL initiatives
- Maintained annual $10K contribution from Follett to support UI Libraries initiatives
- Maintained annual salary & benefits (~$80K) contribution from UI Health Care for the UIDM Assistant Director position
- Dance Marathon raised $1,174,008.29 for UI Stead Family Children’s Hospital and affiliated programs, totaling $34,346,018.69 in its 29-year history
- Alumni engagement and development trip to Washington, D.C. (February 26–March 1)
- Student Government alumni panel and campus visit (March 5–8)
- $1,500 gift for the IMU Memorial Wall remembrance plaques and reception (May 26)
- $100,000 gift for the Veteran’s Memorial Plaza
- Ongoing developments with the strategic partnership with the Graduate Hotel Iowa City
- $100,000 to support the APACC in the Cultural Centers Neighborhood capital project
- $1,000,000 for a collaboration with CLAS to support mental health and student success among liberal arts students.
- Raised $10,815 for Earn, Learn GROW during One Day for Iowa, finishing 8th. Our second highest total ever and nearly doubling our number of gifts.
- Established the Student Life Student Employee Scholarship using the Earn, Learn, GROW fund. We also captured 3 of the bonus dollar options: unlocking challenge, Hawkeyes Give Back Talk, and being in the top 10.
- $50,000 gift supporting Hubbard Scholars
- Commitment for a $400,000 estate gift to the VP’s fund
- $50,000 gift establishing a scholarship in Recreational Services honoring former head lifeguard, Jonna Rusk.
- Continuing the Hawkeye Work Grant Program partnership with the Office of the Provost.