The Division of Student Life fosters student success by creating and promoting inclusive 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. As a unit of the Division of Student Life, University Counseling Service (UCS) engaged in a program review process in spring 2024. UCS completed a comprehensive self-study and hosted three external reviewers for a multi-day campus visit. The action plan is intended to be a living document based on the current campus environment. Action items and outcomes may change.

 

Recommendation 1: Articulate vision, mission, and scope

UCS leadership is encouraged to clearly articulate the vision, mission, and scope of practice in all aspects of service provision and then hold to these established boundaries to combat the many issues caused by staff being pulled in different directions. Rationale for division of roles should be articulated so staff are aware of top priority areas and how their time should be divided.

Year 2 critical tasks

  • Develop scope of service documents for Outreach and Training.
  • UCS leadership communicates the strategic plan priority adjustments to the staff during the strategic plan meeting before the fall semester  begins, ensuring these changes effectively impact resource allocation.

Success measures and updates

  • Scope of service documents are completed for Training and Outreach (completed spring 2025)
  • Staff submit completed resources allocation forms that address the adjusted priorities (completed fall 2025)
  • Presented at Strategic Plan Staff Meeting (completed fall 2025)
  • Documented vision, mission, and scope of practice. (completed spring 2025)
  • Discussions at staff meetings and during 1:1 supervision. (completed spring 2025)
     

Recommendation 2: Review of group offerings

UCS leadership is encouraged to complete an in-depth review of their group offerings and adjust these offerings based on clinical need.

Year 2 critical tasks

  • Update report of group service (therapy and support groups) utilization, monitor national trends in group utilization, and compare to local utilization.

Success measures and updates

  • Number of therapy groups held, weekly attendance, and group therapy offerings align closely with group demand. (completed summer 2024)
  • Documented policy, policy clearly available on SharePoint, and policy discussed at staff meeting. (completed fall 2024)
  • Currently running groups meet the standards in Group Policy and Procedures. Predominantly positive responses to group in the Client Satisfaction Survey feedback. (completed spring 2025)
  • Track rates for attendance, retention, completion, participant demographics. (completed spring 2026)
  • Client Satisfaction Survey feedback. (completed spring 2026)
  • Active groups meet the standards in Group Policy and Procedures.Group therapy offerings align closely with group demand. (completed spring 2026)
  • 80-90% positive response to group in the Client Satisfaction Survey feedback .Documented policy. (completed spring 2026)

Recommendation 3: Clarify clinical contract

UCS leadership is encouraged to clearly convey to all clinical staff the intent and purpose of the clinical contract established at the outset of the academic year.

Year 2 critical tasks

  • Supervisors  annually review and emphasize the importance of internal contracts and the “time back” policy with their direct reports, while also periodically checking in on their experiences and challenges related to these policies.
  • Supervisors will evaluate the performance of all staff (new and existing) based on resource allocation commitments to measure their impact on direct service, utilization, and wait times. 

Success measures and updates

  • Leaders and staff report a clear understanding of the differences between UCS internal contracts and UIowa hiring contracts. (ongoing)
  • The updated UCS staff manual includes the new clarifications and is easily accessible to all staff. (ongoing)
  • New clarifications are added to the Onboarding session for Job duties and expectations. (ongoing)
  • Staff feel confident in how to make internal contracts and understand the policy on receiving “time back.” (ongoing)
  • Improved direct service outcomes, increased utilization, and reduced wait times. (completed spring 2026)
  • Staff feedback indicate higher satisfaction levels with the clarity and implementation of internal contracts and the “time back” policy.  (completed summer 2026)
     

Recommendation 4: Revise embedded program

The embedded program funding model needs to be completely revised and reimagined. Specifically, financial resources required to fund embedded positions should be added to UCS’ base budget rather than having host schools fund the positions or a cost-sharing contract should be developed.  

Year 2 critical tasks

  • A clear and actionable proposal is developed and approved for new funding model.
  • UCS will collaborate with DSL leadership on an ongoing basis to advocate for a sustainable change in the funding model for the embedded programs.
  • Director of embedded programs will gather data related to other Big 10 embedded funding models to guide discussions.

Success measures and updates

  • An initial framework is developed for the new funding model. (in progress fall 2024)
  • UCS and DSL leadership are in regular discussion about how to strategically reformat the budget. (in progress fall 2024)
  • Support from upper administration, deans of colleges, and program directors. (in progress fall 2024)
  • Big 10 Embedded Program funding data is provided and analyzed. (in progress fall 2024)
  • A report of different funding models is generated & shared. (in progress fall 2024)
  • Feedback is gathered and shared with UCS & DSL leaders. (in progress fall 2024) 
  • Comprehensive proposal with clear objectives, stakeholder approval, and feasible implementation plan & resource allocation (in progress fall 2025)
  • A multi-year mental health fee increase has been approved. This will support UCS's capacity to fund some embedded programs or provided Connected Counselors within certain colleges. (complete spring 2026)

Recommendation 5: Create an embedded program philosophy

As more departments request embedded positions it will be critical for UCS to have a roadmap for a successful embedded philosophy. 

Year 2 critical tasks

  • Implement the Embedded Program Strategic Plan.
  • UCS director and the director of embedded programs produces strategic plan that articulates the overarching mission, vision, values, etc. for embedded programs.
  • Communicate with functional supervisors and prospective stakeholders regarding the strategic plan for a successful embedded program.

Success measures and updates

  • Positive feedback from students, clincians and other stakeholders regarding the support and resources provided by the embedded programs.
  • Active engagement with host stakeholders to discuss findings and implement necessary changes.
  • A strategic plan document to clarify the mission of the embedded program and specify best practices for adding new embedded programs.
  • An established plan with goals, metrics, and actionable outcomes. Stakeholder commitment to the plan.

Recommendation 6: Market salary analysis

Senior leadership at the University of Iowa needs to complete a comprehensive and detailed market salary analysis and adjust all UCS clinician salaries upwards. Senior leadership is encouraged to examine fee processes closely and to help UCS advocate for sustainable fee increases. In fact, the Director of UCS is encouraged to advocate for a multi-year fee increase plan. In addition, every attempt should be made to improve UCS funding through the use of general university funds.

Year 2 critical tasks

  • The UCS Director and DSL leaders will implement the first year of the multi-year fee plan.
  • Director will develop a multi-year mental health fee increase proposal with stakeholders and obtain approval from institutional senior leadership.

Success measures and updates

  • Completed market study. (completed fall 2024)
  • A regular  process is implemented  to review salaries and conduct market study to ensure UCS remains competitive and retains top talents. (completed fall 2024)
  • Staff salaries increased appropriately. (completed spring 2025)
  • Improved staff retention and job satisfaction. (completed spring 2025)
  •  Key tasks and activities outlined in year one strategies are well underway or completed, ongoing DSL support for the fee plan, and filling vacant positions relatively quickly and maintaining full staff consistently. (completed spring 2026)
  • Documented multi-year fee increase plan, approval from institutional senior leadership within the expected timeframe, and positive reception from stakeholders.(completed spring 2026) 

Recommendation 7: Student mental health experts

Senior leadership should develop a plan to operationalize mental health as a strategic initiative and survey other Big 10 institutions to understand how their counseling centers are represented in decision-making. UCS should be included in all relevant committees and initiatives, recognizing UCS leadership and staff as the campus student mental health experts.

Year 2 critical tasks

  • The UCS Director and DSL leaders will implement and evaluate year-one strategies with the planning groups, adjusting as needed for continued success. Additionally, UCS staff, as licensed mental health professionals (SME) will hold the mental health leadership position at identified group tables to inform, guide, and participate in mental health decisions.
  • The UCS Director will consult with DSL leadership to identify the planning groups, and UCS leaders will attend meetings with those groups to support the meaningful development and operationalization of the mental health Initiative within the University of Iowa Strategic Plan.
  • UCS will work with DSL leaders to create a Qualtrics Survey for Big10 Directors to learn about their representation on respective campus decision making committees.

Success measures and updates

  • UCS's increased level of involvement in the identified strategic initiatives and conversations. (in progress summer 2024)
  • The University of Iowa has an improved operationalized action plan. (in progress summer 2024)
  • Evidence of UCS input being considered and integrated into campus student mental health policies and initiatives. (in progress summer 2024)
  • Completion and analysis of survey responses.
  • Insights gained for representation in decision-making committees.
  • Clear data on how centers are represented at decision making tables across Big10.
  • UCS's increased level of involvement in the identified strategic initiatives and conversations. (ongoing)
  • Key tasks and activities outlined in year one strategies are well underway or completed. (completed summer 2026)
  • Active levels of engagement from planning groups, UCS and DSL leaders. (completed summer 2026)
  • Consistent and impactful UCS representation at meetings where mental health decisions are made. (completed summer 2026)