The Division of Student Life fosters student success by creating and promoting educationally purposeful services and activities within and beyond the classroom. The departmental program review process empowers departments within the Division of Student Life to critically evaluate their work and their effect on the UI student experience through a lens of continuous improvement. Student Legal Services (SLS) engaged in a National Student Legal Services (NSLS) and Council for the Advancement of Standards in Higher Education (CAS) Standards program review in fall 2025. 

The process included a self-assessment review by staff members in Student Legal Services, selection of two external reviewers, Mark J. Karon, Esq. of University of Minnesota Student Legal Services and Fran Muse, Esq. of Carolina Student Legal Services, and an internal reviewer, Maria Lukas, Esq. University of Iowa Deputy General Counsel, and meetings with staff members, stakeholders, and campus partners. Student Legal Services created the following action plan in response to the program review team's recommendations. 

Table of contents

  • Recommendation 1: Deepen Relationships with Campus Partners
  • Recommendation 2: Strengthen Graduate/Professional Student Partnership
  • Recommendation 3: Reconfigure Data Collection
  • Recommendation 4: Determine the Feasibility of a Student Advisory Board
  • Recommendation 5: Improve Website Design and Development
  • Recommendation 6: Achieve financial sustainability

Recommendation: Deepen Relationships with Campus Partners

SLS should continue to deepen relationships with campus partners to ensure awareness and services offered to students at the university.  

Year 1 Plan

  • Conduct "Roadshow" by meeting with campus departments to build relationships and identify opportunities for collaboration and student referrals.
  • Participate in DSL "Leadership Circles"
  • Partner with Residence Education to produce RA Bulletin Boards
  • Collaborate with Study Abroad for HCPOA

Success measures and updates

  • Completion of roadshow presentations and increased awareness of SLS services
  • New/strengthened relationships with campus partners, identification of collaborative opportunities, and increase in referrals from campus partners
  • Integration of SLS perspective into DSL discussions and initiatives
  • Number of bulletin boards displayed
  • Increased institutional knowledge about SLS notary services

Recommendation: Strengthen Graduate/Professional Student Partnership

To strengthen the relationship between SLS and graduate and professional students, an evaluation of needs should be conducted. In doing so, SLS can increase awareness of services and services offered to graduate and professional students.  

Year 1 Plan

  • Examine existing UI data for graduate student needs
  • Identify appropriate GPSG/GSS Committees and attend meetings to identify and assess needs
  • Continue to provide semesterly updates to GSS General Assembly and GPSG legislative meetings
  • Identify and consult with Graduate College leadership regarding outreach to students 

Success measures and updates

  • If such data exists, develop a needs assessment report
  • Attendance at committee meetings and development of a needs assessment report
  • Attendance at one GA and one legislative meeting per semester
  • Gain insight into graduate student needs from an administrative perspective 

Recommendation: Reconfigure Data Collection

SLS should work with DSL leadership to identify the data needed to properly evaluate and ensure SLS is meeting internal and external accountability expectations.  

Year 1 Plan

  • Analyze current uses of assessment datapoints
  • Collaborate with DSL leadership to align with division priorities
  • Rewrite data pull instructions to facilitate efficient analysis
  • Update Intake Forms to reflect developing needs
  • Ensure continued compliance with Board of Regents and university directives
  • Continue to share annual report with stakeholders
  • Showcase SLS success indicators
  • Collect qualitative data from outreach presentations 

Success measures and updates

  • Eliminate data points not currently used in internal analysis or external reporting
  • SLS datapoints reflect Division priorities
  • Instructions are clear, concise, and easily implemented
  • Intake forms reflect data needs
  • Compliance with BOR and university directives
  • Produce high-quality, well-received reports
  • Stakeholders have a clear understanding of SLS value
  • Revise programs based on student feedback
  • Share benefits of educational programming with stakeholders 

Recommendation: Determine the Feasibility of a Student Advisory Board 

SLS will work with DSL leadership to determine the necessity of a student advisory board.  

Year 1 Plan

  • Consult with DSL leadership on the feasibility and desirability of SLS student advisory board

Success measures and updates

  • Clear directive as to whether SLS should have a student advisory board

Recommendation: Improve Website Design and Development 

SLS will conduct a review of the website with the help of Strategic Communications to ensure ease of use and effectiveness for users.  

Year 1 Plan

  • Evaluate the effectiveness of the current website
  • Solicit feedback from Strategic Communications regarding possible areas of improvement
  • Continue to comply with accessibility requirements
  • Update local attorney list
  • Survey NSLS members' websites for best practices
  • Continue to monitor website traffic and trends 

Success measures and updates

  • List of strengths and areas of improvement for the website
  • Compliance with accessibility standards
  • Robust list of local attorneys from a variety of practice areas
  • List of recommendations and best practices
  • Monthly internal discussions of website analytics 

Recommendation: Achieve Financial Sustainability

SLS will continue to work with student government and administrative leadership to achieve sustained financial stability while addressing additional staff needs and compensation for current staff.  

Year 1 Plan

  • Communicate needs to student government leadership, administrative (DSL) leadership, and SAF committee
  • Complete a market review
  • Explore alternative funding sources 

Success measures and updates

  • Number of meetings or presentations, positive feedback, increased funding secured
  • Market review completed, resulting in salary rates consistent with NSLS survey and UI policy
  • Number of sources identified and increased funding secured