NSU Student Affairs Strategic Plan 2025-2030

2025-2030 STUDENT AFFAIRS STRATEGIC PLAN GROUNDED IN OUR MISSION, FOCUSED ON STUDENTS.

2 Student Affairs Strategic Plan AboutNorthern.................................................... 3 Northern Mission, Vision, and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 NorthernStrategicPriorities.......................................... 3 Equal Opportunity, Non-Discrimination, Civil Rights, and Affirmative Action .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 LandAcknowledgment.............................................. 4 AboutStudentAffairs.............................................. 5-6 2021-2025 Plan a Significant Success. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-8 MessagefromtheDeanofStudents................................... 9 MessagefromthePresident......................................... 10 KeyPerformanceIndicators(KPIs).. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-12 StrategicPlanModel............................................... 13 PlanObjectives................................................... 13 Objective 1. Advance Student Success.. . . . . . . . . . . . . . . . . . . . . . . . . . . . 14-15 Objective 2. Enrich the Residential Experience. . . . . . . . . . . . . . . . . . . . . . . . . . 15 Objective 3. Drive Excellence in Student Services.. . . . . . . . . . . . . . . . . . . . . . . 16 Objective4.SupportHumanCapital.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16-17 Objective 5. Increase Campus Belonging.. . . . . . . . . . . . . . . . . . . . . . . . . . . 17-18 Objective 6. Build a Regionally Recognized Campus Recreation &IntramuralsProgram.......................................... 18-19 Objective 7. Enhance Community Service and Civic Engagement.. . . . . . . . . . 19 Objective8. PromoteWellness................................... 19-20 Objective9.FosteraCultureofSafety.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20-21 Objective 10. Build a Campus Recreation Facility.. . . . . . . . . . . . . . . . . . . . . . . 21 Objective 11. Renovate the Student Center. . . . . . . . . . . . . . . . . . . . . . . . . . 21-22 Objective 12. Create High Quality Student Environments.. . . . . . . . . . . . . . . . . 22 Objective 13. Encourage Student Engagement. . . . . . . . . . . . . . . . . . . . . . . 22-23 Objective14.IncreaseRevenue...................................... 24 Objective 15. Improve Parent and Family Engagement. . . . . . . . . . . . . . . . . . . . 25 Contributions to Northern’s Strategic Planning. . . . . . . . . . . . . . . . . . . . . . . . . . 25 Projects Ready for Investment: Advancing Student Life at Northern . . . . . . . . 25 StudentAffairsOrganizationalChart.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Fall2025EnrollmentReport......................................... 27 TABLE OF CONTENTS Cover Photo: Three fans cheer on the Wolves during their football matchup against the University of Sioux Falls at Dacotah Bank Stadium on September 7, 2024.

Student Affairs Strategic Plan 3 Establishment and Authorization: Northern State University was established by the Legislature (SDCL 13-59-1) and authorized by the Board of Regents to deliver graduate and undergraduate programs; promote excellence in teaching and learning; support research, scholarly and creative activities; provide service to the state of South Dakota, the region and the nation; and to place a special emphasis on E-learning in the university curriculum and service. Mission: Northern State University will provide diverse academic, civic, social, and cultural opportunities that prepare students through the liberal arts, professional education and E-learning for their future endeavors, while also enriching the local and regional community. Vision: Northern State University will deliver transformational educational experiences and increase and deepen collaborative partnerships to serve the public good. Values: Northern State University’s students, faculty and staff are committed to the following values: Community: Building a culture of inclusion, belonging and collegiality that respects diversity in knowledge, culture and worldview Discovery: Pursuing rigor and excellence in education, inquiry and engagement for the benefit of our students, state and region Integrity: Adhering to the highest standards of honesty, fairness and transparency with a commitment to responsible stewardship of resources Northern Strategic Priorities: 1. Prepare students to be engaged citizens and professionals who think critically, solve problems and lead. 2. Nurture a culture that is inclusive, supportive, civil, friendly, and safe that values success for all students and employees. 3. Grow our campus community. 4. Grow collaborative public/private partnerships to advance academic, cultural, health, recreational and economic opportunities that produce value for Aberdeen and the region. 5. Provide an outstanding regional, comprehensive liberal arts and professional studies college experience focused on experiential learning and supported by broad community cooperative opportunities. Northern State University offers a personalized educational experience, with rigorous, nationally accredited academic programs in arts and sciences, business, fine arts and teacher education. With more than 45 majors, 55 minors and 16 pre-professional programs, Northern provides hands-on learning and internship opportunities that will help prepare you for a rewarding career. Located in Aberdeen, S.D., we’re known for our affordability and our scholarships, one of our most popular being the WolfPACT scholarship, a highly competitive merit-based award. At Northern, you’ll learn from dedicated faculty and staff who truly care about you and want to help you succeed. You’ll also find a place to belong, with numerous diverse campus organizations in a safe, welcoming community. ABOUT NORTHERN STATE UNIVERSITY

4 Student Affairs Strategic Plan EQUAL OPPORTUNITY, NON-DISCRIMINATION, CIVIL RIGHTS, AND AFFIRMATIVE ACTION The institutions under the jurisdiction of the Board of Regents shall offer equal opportunities in employment and for access to and participation in educational, extension, and other institutional services to all persons qualified by academic preparation, experience, and ability for the various levels of employment or academic program or other institutional service, without discrimination based on sex, race, color, creed, national origin, ancestry, citizenship, gender, gender identification, transgender, sexual orientation, religion, age, disability, genetic information, or veteran status or on any other status that may become protected under law against discrimination. Land Acknowledgment Northern State University (Northern) acknowledges South Dakota as the ancestral territory of the Santee, Yankton, and Teton Lakota, which is an alliance known as the Oceti Sakowin (o-che-tee sha-koh-ween) (Seven Council Fires). Oceti Sakowin is historically known as the Sioux by nonNative people. The nine Native Nations that share the state’s geography include: Cheyenne River Sioux Tribe, Crow Creek Sioux Tribe, Flandreau Santee Sioux Tribe, Lower Brule Sioux Tribe, Oglala Sioux Tribe, Rosebud Sioux Tribe, Sisseton-Wahpeton Oyate, Standing Rock Sioux Tribe, and Yankton Sioux Tribe. Northern State University acknowledges that before this land was called South Dakota, it was home to many Native Nations indigenous to this area. It is with profound respect that we acknowledge the Indigenous peoples of this land past, present, and future.

Student Affairs Strategic Plan 5 ENGAGED LEARNERS: We seek engaged learners who create inclusive communities, fully participate in the life of the university, connect classroom content to real-life situations, and integrate learning into their understanding of the world around them. Engaged students perform better academically, persist to graduation, and are more likely to remain connected to the university following graduation. Northern alumni leverage the knowledge and skills gained in and out of the classroom to contribute to their communities, our state, and the nation. We are Campus Recreation and Intramurals, Campus Safety, Community Service and Civic Engagement, Counseling Services, Dean of Students Office, New Student Programs (HOWL and Wolf Pack Welcome), Northern State Welcome Desk, Residence Life and Dining Services, Student Accessibility Services, Student Activities and Involvement, Student Center, Student Government Association, Student Health Services, Student Organizations, Student Rights and Responsibilities, Summer Camps and Conferences, Title IX, and Wellness and Prevention Services. VISION: To promote student success through engagement, holistic wellness, and providing excellent student-centered services. MISSION: To advance the student success agenda of Northern State University, we will: • Provide safe, comfortable, affordable, and physically and programmatically appealing housing and dining programs to students living on campus. • Provide integrated wellness services to address physical and behavioral health. • Educate students; encourage personal accountability for their choices and actions; refer them to appropriate resources on and off campus. • Engage students in leadership opportunities; provide educational, social, and entertaining programs and events. • Foster opportunities for students to provide feedback to the university and participate in shared governance. VALUES: Our values represent beliefs and principles that drive the culture and priorities of Student Affairs and provide the crucial framework within which decisions are made. Student Development: Creating services, environments, and programs that develop students along intellectual, cognitive, social, ethical, and identity dimensions. Personal and Social Responsibility: Educating students to strive for excellence, cultivate personal and academic integrity, contribute to a larger community, take seriously the perspectives of others, and develop competence in ethical and moral reasoning and action (Association of American Colleges and Universities, 2007). Holistic Wellness: Promoting cognitive, cultural, emotional, environmental, financial, physical, social, and spiritual wellness as critical components of student success. Inclusion and Sense of Belonging: Fostering a diverse and international community that includes, validates, recognizes, and respects all ethnicities, genders, sexualities, identities, abilities, cultures, and worldviews. Our work promotes “a learning environment that exposes students to and encourages exploration of a variety of ideological and political perspectives” (SD House Bill 1087), consistent with the SDBOR Opportunity for All Statement of August 2021. STUDENT AFFAIRS AT NORTHERN STATE UNIVERSITY

6 Student Affairs Strategic Plan Engagement: Developing an engaged student body that creates an inclusive community, fully participates in the life of the university, connects classroom content to real-life situations, and integrates learning into their understanding of the world around them. Engaged students perform better academically, persist to graduation, and are more likely to remain connected to the university following graduation. Transitions: Welcoming and assisting students in the transition to college and Northern State University in ways that support the values and priorities of retention, persistence, engagement, and wellness.

Student Affairs Strategic Plan 7 SUCCESS: A REVIEW OF THE 2021-2025 PLAN Student Affairs accomplished 113 Key Results (55%) from the Student Affairs Strategic Plan (2021-2025) thanks to the dedication and hard work of Student Affairs Staff and partners across campus. With so many accomplishments, all the projects cannot be covered in this document. A few highlights include: Driving Excellence: • Produce a Student Affairs Annual Report. • Implement an exit interview program for students withdrawing from the university. • Institute peer mentors for First-Year Seminar classes. • Develop a campus dining round table program. • Renovate the Wolves Den, Refresh Einstein Bros. Bagels, Open the Grid Market and welcome Sodexo. • Create Wolves Attacking Hunger. • Set institutional retention and graduation goals. • Conduct a HOWL yield-and-retention analysis. • Create a one-stop-shop during first year residence hall move-in day and Wolf Pack Welcome. • Create an annual student satisfaction survey to inform retention efforts. Increase Revenue: • Conduct and use the results from a benchworks residential assessment. • Establish a residential annual furniture replacement program. • End winter break contract breaks in the Residence Halls. • Establish an effective contract promotions program. • Improve residence hall marketing. • Launch mobile credential access in the Residence Halls. • Assess a room and board charge to guests staying in the residence halls for early arrivals. • Require all residential students to purchase – at a minimum – the Wolf Gold Plan. • Reinvigorate community assistant training (formerly Resident Assistants). Increase Student Wellness: • Create and publish a “Scope of Practice” for Counseling Services. • Provide funding for the third Counseling Services Counselor (was 25% grant funded). • Train 500 students and 100 benefits eligible employees in QPR. • Launch a prescription medication take back program. • Decrease the stigma associated with seeking behavioral health care. • Reorganize Insight (substance abuse interventions). • Reinstitute Don’t Cancel ¬That Class program. • With partners, train 25 benefits eligible employees in Mental Health First Aid. • Create and implement an Early Arrival Program.

8 Student Affairs Strategic Plan Expand Student Engagement Opportunities: • Create a campus-wide, end-of-year student leadership recognition event. • Create a New Student Convocation tradition. • Expand outdoor electrical access for outdoor events and programs. • Revitalize the Residence Hall Association. • Recognize Tubaween as a new campus tradition. • Create a student traditions website. • Expand and improve Spring HOWL New Student Orientation. The Student Center: The Heart of the Campus Community: • Launch the Student Organization Hub. • Improve the heating and cooling in the Student Center Mall. • Update Student Center signage. • Replace the fireplaces in the Student Center. Advance Campus Safety: • Create and brand a Northern CARES Program. • Improve the operations and campus engagement of the campus police officer. • Administer the ARC3 Sexual Misconduct Survey. • Create an on-campus Sexual Violence Advocate Program. • Complete the Biennial Review of Alcohol and Drug Programs. • Host annual ALICE Active Shooter Trainings for faculty and staff. • Assess campus lighting and address areas of concern. • Audit and prepare recommendations to update and replace security cameras across campus. • Improve lighting and add security cameras to the Washington Street Parking Lot, McArthur-Welsh, and Kramer Residence Halls. Create Inclusive Communities: • Launch ACCESS Northern (student accommodations platform). • Readminister the SkyFactor Benchworks Campus Climate Survey. • Hire a Multicultural Student Affairs Coordinator. • Install accessible door openers in the Student Center. • Implement Communication Access Realtime Translation (CART) services for graduation. • Create a University Advisory Team on Disability and Accessibility. • Make a microphone available for use during all meetings with over 25 attendees. • Create a display in the Student Center highlighting South Dakota Tribal Flags. • Update the international flag display in the Student Center. • Transition Disability Services to Student Accessibility Services. Support Human Capital: • Transition to a Senior Secretary for Residence Life and Student Engagement Programs. • Transition to a Student Affairs Program Assistant. Key Results have been edited for brevity and clarity. See the original 2021-2025 Student Affairs Strategic plan for full descriptions and partnerships.

Student Affairs Strategic Plan 9 The development of the Student Affairs Strategic Plan (2025–2030) began on August 3, 2020, and continued throughout the implementation of the previous plan (2021–2025). During this time, forwardthinking ideas, projects, and initiatives were identified, refined, and prepared for the right moment, team, and campus context. Some concepts were set aside as the political, fiscal, and cultural landscape evolved. What remains is a thoughtful and timely plan that represents the next step in Northern’s journey as a student-centered liberal arts institution. Formal planning was launched during the Summer 2024 Student Affairs Staff Retreat at Agtegra Cooperative. There, our team reaffirmed our mission, vision, values, and planning structure. Staff emphasized the importance of greater transparency in the development and rollout of initiatives, as well as broader involvement in the vetting process. To guide our efforts, we adapted a strategic planning framework from Ruffalo Noel Levitz (RNL), which included establishing a planning structure, identifying key performance indicators, conducting a situational analysis, and collecting relevant data. On February 3, 2025, we invited all students, staff, and faculty to contribute feedback through a campus-wide survey. Questions included: “How can Student Affairs improve communication and engagement with the campus community?” and “What new programs, services, or initiatives would you like to see implemented over the next five years?” The survey was promoted through shared governance meetings, including the Student Government Association Senate (2/5/25), Graduate Student Association (2/5/25), Faculty Senate (2/10/25), Executive Leadership Team (2/10/25), Staff Council (2/13/25), and Academic Dean’s Council (2/19/25). The feedback gathered was invaluable and directly informed the plan’s development. Following the creation of a draft, we began a campus-wide vetting process in April and May 2025, starting with one-onone meetings with Executive Team Leaders, Dean’s Council, and other key campus leaders. Broader engagement followed with presentations to the Residence Hall Association (4/28/25), Student Government Association (4/30/25), Student Homecoming Committee (4/30/25), and Staff Council (5/8/25). This plan reflects the collective vision and dedication of our campus community. I am grateful to everyone who contributed their time, insights, and passion to help shape the future of Student Affairs at Northern. MESSAGE FROM THE DEAN OF STUDENTS

10 Student Affairs Strategic Plan LETTER FROM THE PRESIDENT At Northern State University, we are committed to providing students with a rich academic and student life experience through personalized teaching, mentoring, and support. Our Student Affairs team plays a vital role in helping students thrive. Developing student’s leadership and engagement skills will prepare them to meet the challenges of the 21st century. Now more than ever, our democracy needs citizen leaders who are ready to lead, serve, and find solutions to complex challenges. With a highcaliber, comprehensive educational experience, Northern stands out as a place where student achievement is nurtured and success is celebrated through strong mentorship and support. Led by Dean of Students Sean Blackburn, the Student Affairs team has developed the Student Affairs Strategic Plan (2025–2030)—a forward-thinking roadmap designed to advance our vision of an active, inclusive, and engaged campus community. When fully realized, this plan will foster a more welcoming, safe, healthy, and vibrant environment centered on student success. It also outlines goals to increase auxiliary revenue, expand parent and family engagement, and invest in professional development of the dedicated staff who support our students every day. I am proud of our Student Affairs team and congratulate them on crafting a visionary strategic plan that will stretch them yet is achievable. Thank you for supporting their efforts to enhance the student experience—and for being part of the next exciting chapter at Northern State University. Go Wolves! President Laurie S. Nichols

Student Affairs Strategic Plan 11 KEY PERFORMANCE INDICATORS (KPIs) KEY PERFORMANCE INDICATORS (KPIS): are the critical (key), quantifiable indicators of progress toward an intended result. KPIs provide a focus for strategic and operational improvement, create an analytical basis for decision-making, and help focus attention on what matters most.1 KPI 1: 78% of first-time, full-time, baccalaureate degree-seeking students will be retained into the second year by 2030. 2019 75.9 2020 68.8 2021 73.4 2022 75.1 2023 77 KPI 2: 38% of first-time, full-time, baccalaureate degree-seeking students will consistently graduate within four years by 2030. 2016 39.6 2017 31.6 2018 34.5 2019 38.6 2020 35.6 KPI 3: 85% of female students will agree that they “feel safe on campus” by 2030. In 2022, 78% of female students agreed or strongly agreed that they felt safe on campus, as measured by the Administrator-Researcher Campus Climate Collaborative (ARC3) Survey. In 2025, 87% agreed or strongly agreed that they felt safe on campus, meeting this KPI. KPI 4: 60% of students will report that they know where to go to report sexual misconduct by 2030. In 2022, 43% of students agreed or strongly agreed that “I would know where to go to make a report of sexual misconduct”, as measured by the Administrator-Researcher Campus Climate Collaborative (ARC3) Survey. In 2025, 67% of students agreed or strongly agreed that they knew where to make reports of sexual misconduct, meeting this KPI. KPI 5: 90% of students will say that they “feel safe in their residence hall”, as measured by Factor 8, Q051 of the ACUHO-I/Benchworks Resident Assessment. In 2022, 83.4% of students reported that they feel safe in their residence hall. In 2024, 86.9% of students reported that they feel safe in their residence hall. What gets measured gets done. Peter Drucker Renowned Business Consultant 1KPI.org is an online resource for KPI practitioners sponsored by Balanced Scorecard Institute (BSI), a Strategy Management Group company.

12 Student Affairs Strategic Plan KPI 6: 55% of students will report being “satisfied with the quality of food served on campus”, as measured by Factor 10, Q054 of the ACUHO-I/Benchworks Resident Assessment. In 2022, 47.6% of students reported being satisfied by the quality of food. In 2024, 44.4% of students reported being satisfied with the quality of food. KPI 7: 1.6 will be our coverage ratio by 2030. In the context of higher education auxiliaries—such as housing, dining, bookstores, and recreation centers—a coverage ratio is a key financial metric that measures an auxiliary unit’s ability to meet its debt obligations using its operating income. A target ratio of 1.6 reflects a strong financial position, signaling that the unit generates 60% more income than is needed to cover its annual debt service. Reaching this benchmark by 2030 will ensure long-term sustainability and position Northern’s auxiliary operations for continued growth and reinvestment. • FY21 = 1.73 • FY22 = 1.59 • FY23 = 1.33 • FY24 = 1.55 • FY25 = 1.9 KPI 8: 15% of first-year students will report participating in a learning community as measured by the National Survey on Student Engagement (NSSE). In 2023 only 5% reported participation. KPI 9: 60% of first-year students will report participation in at least one high-impact practice as measured by the NSSE. In 2023, 51% reported participating in a high impact practice. KPI 10: 70% of seniors will report having discussions with people from different economic backgrounds, political views, religious beliefs, and races or ethnicities than their own—often or very often—as measured by the NSSE. In 2023, 61%, 64%, 56%, and 51%, respectively, reported having discussions with people different from themselves. HIPS: “The teaching and learning practices listed and described below are designated as ‘highimpact practices,’ or HIPs, based on evidence of significant educational benefits for students who participate in them—including, and especially, those from demographic groups historically underserved by higher education. These practices take many different forms, depending on learner characteristics and on institutional priorities and contexts.” • Capstone Courses and Projects • Collaborative Assignments and Projects • Common Intellectual Experiences • Global Learning • ePortfolios • First-Year Seminars and Experiences • Internships • Learning Communities • Service Learning, Community-Based Learning • Undergraduate Research • Writing-Intensive Courses Quoted and adapted from the American Association of Colleges and Universities.

Student Affairs Strategic Plan 13 STUDENT AFFAIRS MODEL In its second iteration, the Student Affairs Strategic Plan (2025-2030) adopts the Objectives and Key Results (OKR) planning model. Widely used by corporations, non-profits, and institutions of higher education, this planning model breaks down complicated efforts into smaller and achievable parts to maintain momentum and transparency. Objectives are designed to fulfill the student success mission of Northern State University and Student Affairs. Each objective is recognized as contributing to key experiences that impact student recruitment and retention. Objectives are large, audacious goals, which should be challenging and should speak directly to our mission. Key Results are designed to accomplish the stated Objectives and should be easily measured and evaluated. Each semester, Student Affairs identifies specific Key Results to work on that term to break the overall strategic plan into manageable semester goals. For more on Objectives and Key Results, see Measure What Matters by John Doerr. OBJECTIVES Objective 1. Advance Student Success Objective 2. Enrich the Residential Experience Objective 3. Drive Excellence in Student Services Objective 4. Support Human Capital Objective 5. Increase Campus Belonging Objective 6. Build a Regionally Recognized Campus Recreation & Intramurals Program Objective 7. Enhance Community Service and Civic Engagement Objective 8. Promote Wellness Objective 9. Foster a Culture of Safety Objective 10. Build a Campus Recreation Facility Objective 11. Renovate the Student Center Objective 12. Create High Quality Student Environments Objective 13. Encourage Student Engagement Objective 14. Increase Revenue Objective 15. Improve Parent and Family Engagement

14 Student Affairs Strategic Plan STRATEGIC PLAN KEY RESULTS AND OBJECTIVES Objective 1. ADVANCE STUDENT SUCCESS: Student success is core to our mission and identity. 1. With the Student Success Center and Student Success Council, utilize the RNL 2025 Effective Practices for Student Success, Retention, and Completion Report to identify retention programs to further enhance or add to support student success.2 2. With Partners, conduct a thorough review of our First-Year Experience Program and First-Year Seminar Course, with recommendations to ensure maximum impact on student persistence and to provide consistency with the Northern Experience (See SEM Theme 4, Goal 5). 3. Working with Institutional Research and the Student Success Center, create a predictive retention model and assign each FTFT incoming student a retention predictor score with tailored interventions. 4. With the Student Success Center, create an institutional Graduation Report that will provide insight for key staff and administrators on progress toward our 38% graduation goal. 5. Add a training on “Being Student-Centered” to the Student Behavior Education Series. 6. Work with the Student Success Center to provide access to Navigate for Student Affairs employees who work directly in retention efforts. 7. Working with the Wolf Shoppe and Academic Affairs, create a Graduation Fair during the fall Involvement Fair to encourage students to plan for graduation earlier in their senior year. 8. With partners, host a “100 Days Until Graduation!” event to promote applying for graduation. 9. Working with Human Resources, add a job requirement to all benefits-eligible employees stating that they, “contribute to the Northern Experience by supporting recruitment and retention efforts across campus.” 10. Working with Admissions and Financial Aid, require all degree-seeking students to submit a Free Application for Federal Student Aid (FAFSA). 11. Send an interdisciplinary team to the Annual Conference on The First-Year Experience hosted by the National Resource Center for The First-Year Experience and Students in Transition.3 If we do not monitor our progress toward a concrete goal, we are like a ship captain without a compass, adrift at sea, turning the helm furiously but sailing in circles. Kurt Lewin German American Psychologist 2For nearly 50 years, colleges and nonprofit organizations have turned to Ruffalo Noel Levitz (RNL) to enroll the students they want, help more students graduate and succeed, and build lifelong relationships with donors. Our mission is to make colleges, universities, and nonprofits successful and vibrant with inspired and relevant engagement with our team of experts. 3See: https://sc.edu/about/offices_and_divisions/national_resource_center/events/conferences/first-year_experience/index.php. This will inform the universities efforts to evaluate and make improvements to the First Year Experience, See Key Result 2.

Student Affairs Strategic Plan 15 12. Partnering with the Student Success Center and the Registrar’s Office, update all student-facing materials, marketing, and policies to replace the term “Census Day” with a more descriptive label such as “Drop/Add Deadline.” Set the add deadline at five days into the semester and the drop deadline at ten days. Additionally, align the payment deadline and attendance confirmation with these academic milestones to streamline communications and improve student understanding. Objective 2. ENRICH THE RESIDENTIAL EXPERIENCE: A lively, student-centered campus is evident in full residence halls, where engaged students are eager to be part of the on-campus experience. Increase occupancy within the residence halls by 20% by fall 2030. 13. Fully implement StarRez (student housing platform) to automate occupancy management, facilitate everyday business processes, and improve communications to provide students with exceptional housing experiences. 14. Administer the Benchworks Residential Assessment in spring of 2026 and 2028; use the results to identify additional efforts to improve the residential experience. 15. Activate the Lindberg/Seymour Residential Quad (between Great Plains East and West) by providing outdoor programming space consistent with the Northern Master Plan ( 69, December 2023) and the FY23 SDBOR Budget Request. 16. Create areas in the Lindberg/Seymour Residential Quad to foster community while commemorating Lindberg Hall, Jerde Hall, and Briscoe Hall (former residence halls). 17. Increase student satisfaction with the timeliness of repairs in the residence halls from a mean of 4.95 (2024) to 5.15 (all-institution mean) by 2026, as measured by the Benchworks Residential Assessment. 18. Develop an intentional Intramural and Campus Recreation marketing campaign specifically targeting residential students in their communities. 19. Create a loyalty program where seniors who have lived on campus for seven consecutive semesters receive the eighth for free. 20. Hire an Associate Director for Academic Initiatives to work with academic partners to expand the impact and quality of learning and living programs within the residence halls. 21. Reinvigorate current living and learning communities, as measured by occupancy counts, intentional programming, and increased faculty participation. 22. Launch a Nursing living and learning residential community. 23. Launch a Criminology living and learning residential community. 24. Hire consultants to evaluate our room and board rates to maximize our local and statewide market position and increase overall occupancy and revenue consistent with the Northern SEM Plan. 25. After fall and spring move-in, credit international students’ housing deposits to their Thunder Bucks accounts. …I’ve found achieving small successes is the most advantageous way to effect change and build momentum in an organization, as it helps foster a problem-solving organization and an innovation-based culture. Kevin Ervin Kelley Architect & Author

16 Student Affairs Strategic Plan Objective 3. DRIVE EXCELLENCE IN STUDENT SERVICES: “Excellence is the gradual result of always striving to do better.” - Pat Riley. 26. Select and transition to a new platform/solution for HOWL (New Student Orientation) event registration to improve functionality and the overall student experience. 27. Adopt 100% paperless solutions to modernize service delivery, improve data accessibility and security, and minimize operational costs. 28. Working with Institutional Research and Technology Services, create and publish a dashboard to track progress on the Student Affairs Strategic Plan Key Performance Indicators. 29. Enhance the efficiency and utilization of ACCESS Northern by leveraging its features to allow faculty to securely transmit testing information, receive and store confidential data, sync with Microsoft Outlook, and enable students to schedule appointments through the platform. 30. Conduct a review and implement recommendations to ensure compliance with the SDBOR Student Immunization Policy including efficiencies, compliance with FERPA, and recordkeeping. 31. Ensure all orientation communications (emails, social media posts, handouts) follow Northern’s Brand Guidelines and reflect a consistent tone that is unified, welcoming, student-centered, and clear. 32. Ensure all technology platforms managed by Student Affairs are fully leveraged to provide excellent student service. 33. Bring back the eco-friendly “Green Box Program” to the Wolves Den. 34. Implement a student and faculty satisfaction inventory within ACCESS Northern to assess the user experience. 35. Implement a client satisfaction inventory for Counseling Services. 36. Further professionalize the Northern Welcome Desk by providing uniforms and name tags to student workers. 37. Write, update, and/or institutionalize 10 Student Affairs policies and share them with campus. 38. Develop a comprehensive and sustained assessment program and produce a Student Affairs Assessment Report by July 1, 2026. 39. Explore and implement options for increasing the efficiency of Counseling Services’ electronic record management systems, including the implementation of a new system or fully utilizing Titanium. 40. With Academic Affairs, launch a campus-wide conversation about academic integrity, train faculty in the resolution process, and establish clear guidelines and support systems to uphold academic standards. This initiative will foster a culture of honesty and accountability, ensuring that all members of the academic community understand the importance of integrity in their work. Objective 4. SUPPORT HUMAN CAPITAL: Our people make the difference. We invest in our personnel as educators and primary service providers to ensure highquality student success programs and operations. Student Affairs team members are creative, flexible, and prepared to respond to student needs in an ever-changing environment. We invest in our people to ensure we are prepared to meet the strategic needs of Northern and our students now and into the future. 41. Institute payroll deductions for the faculty/staff meal plans, similar to the Foundation and United Way. 42. Waive the parking permit fee for new employees in their first semester. 43. Update the position description and classification for the Director of Student Rights and Responsibilities and Title IX Coordinator. 44. Create something like “Fight Song Friday” or “Free Coffee Friday”, where employees and students are encouraged to wear Northern apparel, connect with colleagues/peers, and build community. It takes as much energy to wish as it does to plan. Eleanor Roosevelt Human Rights Champion

Student Affairs Strategic Plan 17 45. Work with the Foundation to add a standing member from the Foundation to the Student Affairs Council. 46. Working with Human Resources, develop and offer a program for supervisors to destigmatization discussions with employees about the Employee Assistance Program (EAP). 47. Establish a Student Affairs Professional Development Committee based on the ACPA and NASPA Professional Competency Areas for Student Affairs Educators and South Dakota Board of Counselors and Marriage and Family Therapists. The committee will create and implement a professional development framework that encourages and challenges all team members to be lifelong learners, engage with national and regional professional associations, and utilize institutional opportunities (committee assignments, campus and community projects coordination/supervision) to develop team members. 48. With Human Resources, create a 360-evaluation program for staff and supervisors to increase employee engagement and satisfaction. 49. Implement Individualized Development Plans (IDP) for all benefits-eligible staff to carefully plan and execute opportunities to continue growing in our work, skills, and abilities. Objective 5. INCREASE CAMPUS BELONGING: “Sense of belonging reflects the extent to which students feel connected, a part of, or stuck to a campus… ”4 50. Create a partnership with the Youth Leadership Forum to build a pipeline to college. 51. Conduct a review of accessible parking on campus and adjust as necessary to ensure compliance with the Americans with Disabilities Act (ADA). The review will include the specific number of accessible parking spaces based on the total number of spaces in the lot, designated van-accessible spaces, clear and visible signage, and unobstructed access routes nearest to building entrances.5 52. Select a student engagement platform that all of campus will utilize and fully embrace to enhance new student recruitment, current student retention, and advance student persistence to graduation (see the SEM Plan). 53. Partnering with Communications and Marketing, and consistent with the Accessible Icon Project, create an accessibility services logo and marketing program to raise awareness of inclusive services available on campus and how to request services for events. 54. Conduct an accessibility review of the Northern campus and create a plan to address accessibility challenges using external consultants from AHEAD.6 55. Update and publicize a new Student Accessibility Services webpage with direct links to ACCESS Northern, as well as maps of accessible building entrances and bathrooms. 56. Working with Marketing and Communications, Northern and Student Affairs will use image descriptions for all official social media posts. 57. With partners, create a Town-Gown Council utilizing best practices from the International Town-Gown Association.7 58. With Instructional Technology, implement training and other support to get all D2L courses to an 80% accessibility score by the end of fall 2025, as evaluated by Panorama. 59. With Instructional Technology, implement training and other support to get all D2L courses to a 90% accessibility score by the end of spring 2026, as evaluated by Panorama. 60. With Instructional Technology, implement training for all administrators and staff to create accessible Microsoft Word, Excel, and PowerPoint documents. 61. Create a student activities and Intramurals participation league (i.e. “Pack Points”) with cumulative points for participation in activities such as leagues, fitness classes, programming, clubs and fairs, or workshops, where students earn points for participation and engagement, redeemable for exclusive prizes or gear. 62. With Facilities Management, create, identify, and publicize one gender-neutral/family restroom in each building on campus. 63. Collaborate with First-Year Seminars to increase student awareness and understanding of Student Accessibility Services by presenting to at least half of all fall FYS sections. 4Rosenberg & McCullough, 1981, as cited in Strayhorn, 2008, p. 505 5See https://www.accessibilitychecker.org/blog/ada-requirements-for-parking-standards-compliance-and-penalties/ 6See the Association of Higher Education And Disability https://www.ahead.org/home 7See: https://www.itga.org/

18 Student Affairs Strategic Plan 64. Develop programming and awareness for National Disability Awareness Month in March of 2026. 65. Collaborate with Academic Affairs to deliver annual training sessions for faculty and staff on Student Accessibility Services, reasonable accommodations, and utilization of ACCESS Northern. 66. With partners, celebrate the 125th Anniversary of Northern State University during the 2026-2027 academic year. 67. Install and publicize Aunt Flow’s (or similar) free vending menstrual product dispensers in the women’s restrooms of the Student Center. 68. Add a lactation room (with water) to the Student Center to increase support for pregnant and parenting students, staff, and faculty. 69. Create and publicize a Parenting Students/Staff/Faculty website to better communicate support to parenting members of the community include lactation room(s), baby changing stations, family restrooms, FMLA, etc. 70. Create and publicize an Equal Opportunity and Compliance website to better communicate Northern and SDBOR policies, procedures, and resources to ensure opportunities for all members of the community to succeed. 71. Assess, add as necessary, and publish the locations of baby changing stations in bathrooms across campus. 72. With Technology Services, purchase ReadSpeaker to add a text-reading capability for students testing in lockdown browsers. 73. Modernize the SDBOR Disability Services ADA Syllabi Statement to be more student-friendly and to encourage students to access support. 74. Continue to celebrate Northern’s Homecoming as Homecoming. 75. Working with the Campus Archivist and any living relatives, identify and celebrate Northern’s first African American student. 76. Replace the Meditation Room to provide a quiet sanctuary for students, staff, and faculty to manage stress, reflect, and find balance. This will also accommodate religious or spiritual practices to support diverse faith traditions on campus. Objective 6. BUILD A REGIONALLY RECOGNIZED CAMPUS RECREATION & INTRAMURALS PROGRAM: These programs promote student well-being by encouraging physical activity, stress relief, and social connection. They also foster a sense of community and belonging, which contributes to student retention and overall campus engagement. 77. Establish four organizational sponsorships for tournaments and/or events and prizes. 78. Redesign the Campus Recreation & Intramurals website to improve information accuracy, user experience, and visual branding consistent with the university. 79. Develop and host annual intramural events around major campus events (i.e., Welcome Week, Homecoming, I Hate Winter, Northern Bound Days, and Finals Weeks). 80. Update signage in Dacotah Hall Gym and Recreation Center spaces to be student-friendly and on brand. 81. Reinvigorate the Fitness Studio and Yoga Studio in Dacotah Hall Gym for student use by updating the aesthetic of the rooms (making necessary repairs and painting) and providing adequate, accessible, and organized equipment. 82. Brand and market the Fitness Studio and Yoga Studio in Dacotah Hall Gym. 83. Conduct an annual campus wide survey to better understand student interests in intramural offerings and introduce one new intramural sport or recreational activity per year based on feedback. Business as usual ceases to exist, and yesterday’s status quo isn’t likely to return, so we must adjust our actions and processes accordingly. Nathan Lukkes SDBOR Executive Director & CEO

Student Affairs Strategic Plan 19 84. Establish a Student Advisory Board for Campus Recreation and Intramurals. 85. Engage staff and faculty in intramural participation by offering at least one “faculty/staff vs. students” event per year. 86. Conduct a biennial CAS Professional Standards for Higher Education formal program evaluation, and impact assessment to measure growth, retention, and student satisfaction. 87. Pilot a low-cost entry fee structure for select leagues to assess financial sustainability without discouraging participation. 88. Launch a “community punch card” program where Aberdeen community members can purchase the punch card and partake in certain Campus Recreation and Intramural events (i.e. Noon Ball). 89. Launch at least two wellness-based intramural activities per semester (e.g., walking challenges, yoga in the park, group fitness challenges, hiking meetups, or social bike rides). 90. Develop and implement a space reservation model and process consistent with the priority order of space use for the Dacotah Hall Gym.8 91. Partnering with Athletics, market the Fitness Center to general students. 92. Add locker rooms with showers near the Fitness Center to support campus wellness. Objective 7. ENHANCE COMMUNITY SERVICE AND CIVIC ENGAGEMENT: Consistent with Northern’s mission to “enrich the local and regional community”; our Strategic Priority to “prepare students to be engaged citizens”; and the value of “building a culture of inclusion, belonging and collegiality that respects diversity in knowledge, culture and worldview”, Student Affairs will launch a student program to serve as a volunteer clearinghouse, support service learning, and create programming to encourage cross-cultural dialogue and civic engagement. Continue to invest in the Salvation Army Mobile Market and Pantry, Wolves Vote, the Unity Walk, Free Speech Week, and Discover Aberdeen. 93. Create and receive approval for a mission, vision, and learning outcomes for the program. 94. Designate space in the Student Center. 95. Request and receive a GAF and University budget. 96. Hire a coordinator and open an office to begin serving students. Objective 8. PROMOTE WELLNESS: Wellness is the prerequisite for student success — it is difficult to be an engaged learner if students are not well or do not have access to wellness programs. We believe in holistic wellness and prevention programs as cost-efficient interventions that prevent illness and harm before it can ever occur. 97. Utilize POSTVENTION: A Guide for Response to Suicide on College Campuses (or similar) to host postvention suicide training for key university leaders and stakeholders.9 Higher Learning Commission Criteria for Accreditation 1.C. Mission and Diversity of Society. The institution provides opportunities for civic engagement in a diverse, multicultural society and globally connected world, as appropriate within its mission and for the constituencies it serves. 8First priority is Intramural and Campus Recreation, then general student use, followed by athletic, and finally academic. 9See https://hemha.org/wp-content/uploads/2025/03/jed-hemha-postvention-guide_copyright.pdf One advantage of not having a strategic plan is that failure comes as a complete surprise.” George Shultz Economist, Businessman, and Diplomat

20 Student Affairs Strategic Plan 98. Train all full-time Student Affairs employees in trauma-informed care through Indiana University Bloomington.10 99. Working with community health services partners, bring back “Fight the Flu” and provide an annual vaccination clinic to students that is also open to the public. 100. Train two staff counselors in Dialectical Behavior Therapy (DBT) to improve treatment options for students with depression, eating disorders, self-harming behaviors, and substance use disorders. 101. Train one staff counselor in Eye Movement Desensitization Reprocessing (EMDR) or Accelerated Resolution Therapy (ART) to improve treatment options for students with anxiety and trauma experiences. 102. Partnering with Athletics, add additional wayfinding signage to the Barnett Center to help students find the Fitness Center.11 103. Select and promote free or low-cost mental health mobile applications for students.12 104. Administer the ACHA-National College Health Assessment (a nationally recognized research survey) to collect precise data on a wide range of health and wellness issues that impact Northern students and affect their academic performance. 105. Working with Faculty Senate, create a sample statement regarding wellness services available to students to add to the official sample syllabi. 106. Working with Finance and Administration, provide $1,000 per FTE equivalent in professional development funds for Counseling Services staff to support the costs of professional licensure as contractually required and to promote positive clinical outcomes for clients.13 107. Counseling Services will identify clinical best practices using five-year data on student presenting issues to develop a professional training plan that ensures clinical staff are equipped with skills to work effectively with current student mental health needs. 108. Working with Finance and Administration, provide institutional funding for 50% of the personnel costs associated with Prevention Services. Objective 9. FOSTER A CULTURE OF SAFETY: Students thrive and can focus on their academic and co-curricular interests in an environment that is safe, secure, and welcoming. 109. Create and implement an Inclement Weather Policy. 110. Conduct a review of the Threat Assessment Team utilizing the National Center for School Safety’s Fidelity Evaluation Tool for School Threat Assessment and make recommendations for improvements. 111. Implement a comprehensive threat assessment team training consistent with the research-based training topics from the National Center for School Safety. 112. Create and offer a faculty/staff threat assessment training for the Student Behavioral Education Series. 113. Launch a “See Something, Say Something” and Northern CARES marketing campaign aimed at students to promote a culture of care and bystander intervention. 114. Recognizing the link between access to firearms, prescription medications, and increased risks of suicide and addiction, we will host semesterly prescription drug take-back events that include the distribution of free gun locks. These events aim to prevent harm and raise awareness through community education and safe storage and disposal practices. Plans are worthless, but planning is everything. Dwight D. Eisenhower US President 10See https://rural.indiana.edu/focus/health/trauma-informed-care-certificate.html 11Formally known as the Bob Olson Strength and Conditioning Center. 12See https://www.hofstra.edu/student-counseling-services/apps.html 13Clinical staff are required to complete 40 hours of continuing education units (CEU) every two years by the South Dakota Board of Examiners for Counselors and Marriage and Family Therapists.

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