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
RkJQdWJsaXNoZXIy NzkyNTY=