Ohio University



-25717510160Strategic Objectives: Strategic initiatives are often areas that an organization wants to improve.? Do you feel as if the three areas will push us to improve? ? Why or why not? Yes, but clarify what “learning outcomes” means- how is “learning outcomes” an objective? Aren’t those essentially synonyms?We believe these three areas will push us to improve by putting the focus on what drives student success and what skills we are providing them for the futureThere are too may managers, bloated athletic dept., and many fees that raise tuition, this can cause problems with retentionWe feel like #2 is a financial family problem, not sure how we can fix that as a committee.Yes, I like the idea of empowering the student to work to their full potentialRetention and persistence - doesn’t help us as it is now. Is college the right fit? Are we saying they weren’t successful if they don’t stay here? Learning outcomes- is this for academics? What are our learning outcomes?Yes, good point of focus, stay focuses on measurement of objectives.They’re very broad, the learning outcomes. There are a lot of uncontrollable in retention.These initiatives spur good habits, adopt best industry practices. We should keep national statistics in mind, simply as a guiding force. They serve as a great enrichment tool for experiences outside of the classroom.Yes, perfectionYes, each department can apply these strategic objectives each day in our interactions with students. They are worded in a way to allow for constant improvement/advancement, not definedYes, we just need to make sure we do them! It’s hard to make time.Broad focus areas - so everyone can be involved. This is good. Wording causes us to evaluate and reflect. Helps the students succeed. 40% of students don’t graduate. Subjective info which can’t really be measured. Lose 20% from freshman to sophomore year. Suggest bullets to assist in questions with our staff.Learning- education is just as important outside the classroom as inside. Retention- linked to success at the institutional level. Diversity - more supporting ALL students a priority but also doing that equitably.We need to continue to evolve. One day at a time. Always pay it forward. One person or barrier at a time to improve each other and the work place.Yes.Yes, because it will help.Yes.First 2 seems like an objective but learning outcomes seem like a means to an objective. Learning outcomes are what they are but the others are actual things we strive to improve this is an outlier.Yes, accountability mentorship. Knowledge, interaction, follow up. 60% graduation in six years rateYes they say.Yes.We believe that our role is to help students define and refine this experience. These 3 areas would help us to push towards that work. See department must work “in sync” we have to recognize that different roles which we all work in tandem.Yes the R&Ps is directly related to our vision. The LO also directly relate to the vision as well as D&Is. Also correlates to staff being able to relate and help students.Yes the awareness of the objective and issues within will help push us to improve. All have action goal items. Some say no though. How programs/services help with needed shift in culture with alcohol that affects retention. Learning outcomes don’t seem to fit.Being in culinary our group has very little interaction with students, other than student workers in dining areas. So any questions in this area wouldn’t really affect us.Retaining talent, create learning outcomes (what are they?) information is lacking on how is affects us.We need support to engage in outreach opportunities. Yes, but objectives don’t relate to mission vision and values. Social justice and equity should be clearly stated.Yes, these areas are always something we should focus on, not only as a division but as individuals.Yes, everyone wherever you are in student affairs can relate to this. Learning outcomes maybe change the words common to unique.Yes, these three objectives are broad enough to work within. We need to further assess why students are leaving and find solutions specific to those causes. How do we reach students on a more personal level? In addition to academic advisors, do we also need “cultural” or “community” advisors?Yes, more is focus on areas outside of our normal easy scope.Learning in the classroom have a hard time translating to real world applications, i.e. employment we need to add more life skills, vocational programs and support to bridge that gap.Yes, focusing on them will help division to improve. Need learning outcomes as a division. Good to focus on retention and persistence. These three areas should be priorities and then have objectives for each area. The objectives are very large.I’m sure it will help. In culinary- bargaining units work directly with students. Management only interacts with student leaders. We listen to the kids, advise them, and make suggestions on how to manage. studying work and social life. Lead by example by treating people well, doing our jobs well, and being considerate of others.Yes, broad enough to include every dept. 1 and 2 seem more urgent. Focus to them that are big but manageable and allows growth. Focus brainstorming and initiative building, allows us to think of ways to do things different and show how we impact students.Yes, if we sell it an assess it- tell compelling stories. Accessibility and access are important when we think about retention and persistence. Can we think about retention not just with enrollment exclusively, but also with student employment?How do our rates compare with other universities? Retention - value or push from state? How do we make the objectives happen? Diverse in terms of policy? Retention as an outcome vs objective. Retention as goal vs. wellbeing as goal. Proactive engagement as objective, retention as outcome—wellness, resilience. Not sureYes, jobs available to us and everyone working together.YesWhat ideas do you have about how you personally or how your department can help DOSA achieve in one or more of these areas (Retention, Learning Outcomes, Diversity and Inclusion)?Departmental diversity newsletters, NCORE attendance, grade sharing so we can reach out to offer support and resources.Since culinary services works so closely with students in our venues, we believe that our greatest impact will be providing learning outcomes. Our goal is to provide workplace skills, times management and problem solving.Taking our suggestions seriously, we will be more willing to help improve the students’ community.Retention for student workers in culinary - let them eat for free!Learning… we show commitment to work on daily basis, responsibility, accountability, and scrub the drain at least once, don’t mess up.Learning outcomes- should be tied to values. Diversity and inclusion- consistency and specificity, what are we actually doing? Why?Look at diversifying management. Freeing resources up to better provide a quality experience for students.Build on student worker/leader program to assist with retention. Teaching them skills that they can use in future and making them feel neededBetter synchronization between departments. Such as referrals to CPS, career and leadership opportunities for students and maintaining a measure of success and outcome from this harmonious work.Customer satisfaction in their experience with dining, as well as all DOSA departments. Could student affairs encourage cross collaboration with academic affairs to improve upon issues hearing about from students (example bad advertising).Personally and as a department we recognize that we too are BOBCATS and live/act accordingly by applying our mission and values to improve upon our objectives striving toward our vision every municate and keep it in the spotlight. Figure out how it is applicable in daily life. Story telling of contribution to each one.Asking why? Working with students in our own department and show care at personal level. Building personal relationships between staff and student workers.Proactive on both ends. Education/comparison/understand. Culinary - not retention on staff but focus on the staff make them feel good. Relational care, recognition. Life skills.Go back to “our students” being priority and not the retail operations.Teach them good work ethic.Retention- campus rec has a particularly strong impact in this area we need to better assess this impact. Diversity and inclusion - we have built this into our pillars.Treating students as individuals, personalities—retention. Personal involvement- meet needs of students. Make an app for phones etc. promote.More classes in the diversity programs. Help with teaching more important stuffSome objectives aren’t relative to us bargaining unit employees in culinary.Culinary money.Is there a way to assess student engagement – perhaps. Within event services- having a diverse student staff helps bridge the gap to upcoming students. The ability to answer questions one on one. Student employment also helps with retention. Having that student org/family to help with issues, concerns. Be more involved in students’ reasons of leaving. Maybe create a committeeRoommate matching software-retention/recruitment. Risk and retention management process- retention. Equity value for HQL- programming/department committee.One way for culinary to help students and help retention would be to let student workers in dining halls have a short break and eat food that is left on the lines before food is discarded and before clean upHow is what I’m doing helping a student achieve? Meaningful employment. Supervision needs to be added.Retention—stable staff will help retain students, keep staff by improving salaries, raises. Flexibility/4 day work week. Learning outcomes—we help students at CPS to help them academically. Diversity and inclusion—divisional support for department to engage in services that are more cultural and diversity sensitive.We feel we can assist with retention and the learning outcomes. We touch so many lives every day and can impact their future.Food service is an important service that attracts students in the beginning. We continue to motivate our students three great food consumption to help our brains and stimulate them.Each employee should be able to find themselves in at least one of these objectives and make an impact.Different areas of the department achieve these goals let them focus on their strengths not everyone will be able to do everything all the time. Help students see the end goal. Sense of purpose to their jobs.Retention is hard when finances, class schedules, maturity levels are designed to inhibit graduation and success most classes aren’t offered every semester. Most students don’t know what they want to do with their lives, hard time picking majors, or focusing on education.Add learning outcomes to employees (student, faculty and staff) job description. Keep diversity and inclusion within the division. Willingness to partner with other campus units/depts. More intention with providing access to all students. Goal planning and strategizing around these objectives.Make OU more affordable. Biggest complaint we have is college is too expensive. Could cut costs on meal plans by eliminating half of management. Students could probably do these jobs.Openness to new ideas, not receptive at times. Helpful to hear from DLT about their goals, so individuals can see what they need to do. Data would help us figure it out. At times we look to check a box for D&I training at beginning of year, then nothing. Directors/VPs coming up with ideas on how to grow.Each department could think about assess retention/compensation/value in terms of their student employment opportunities. Have each unit say/state/share/embrace what they specifically (intentionally, actively, meaningfully) do to support each objective.Intentional outreach with diverse populations. Measuring/assessing outcomes of outreach and other activities. Equity/social justice as part of policy.Not sure.By being kind and welcoming to other employees and students and making them feel like they belong here. Be nice. Keep them coming back for more food. Nutrition aids in staying healthy mind and body.What professional development do you think would be helpful around these topics? What would you like to learn more about? NCORE attendance or related trainings, specific professional budgets for social justice development, creating programs/groups to connect people with similar experiences, DOSA inter-department “buddy” system, more opportunities for inter-department bonding.Regarding student retention in the university, what percentage of that statistic is directly affected by the cost of attending OU?Giving all employees CPR, help get our CDL. Need to follow through with our ernment to make free schooling.Actual engagement on diversity and inclusion.A DOSA commitment unbiased assessment and measuring- follow up. Supervision and support for DOSA so we can provide that down the line. Accountability.Retention- data would be helpful (historical and recent).By continuing to utilize interactive relevant educational opportunities to expand our knowledge base to aid us in handling situations that may arise in our daily operations.Education, figure out what’s already being done. Advisors, what is their role? How do we work more collaboratively with academics in these?See ourselves in this and participating. Assist students in feeling a sense of belonging.Training across departments is very inconsistent. Lots of diversity training in some departments but not in others. Equitable but consistent/relative training.Successful, character, positive, open minded, one student at a time all are different.Diversity and Inclusion.CPR, first aid.Students need to learn more to be independent as adults.Knowing what each area of our division does and how it meets our objective.Make website “OU” more user friendly.Provide all info through social media etc. Make an app.Learning outcomes.Retention- more availability to classes needed. Don’t want to spend more years than needed.Systems training. Training on closing the generation gap.Meaning and purpose “high design catalyst and coaching. Bill Johnson unit Greensboro, professional development and training for assessment. Should diversity and inclusion be called equity and social justice to avoid confusion with the D&I unit? Does this create too much potential overlap? Or the appearance thereof? Prof development—better assessment- DOSA staff has valued experience and comfort with assessment. Being the members together as a DOSA to respond and direct our efforts. Need to show data across the DOSA. Staff has to be prepared and trained to do that. There has to be resources behind that effort. What do we give up to ensure that happens. Training on what to look for in regards to dropouts, warning signs. Knowledge on what DOSA is doing for diversity and inclusion and what each sector can do to help.Conversation around recruitment/retention/persistence processes. How to write solid, effective, learning outcomes.For student workers and regular employees—adequate training.Make this about engagement. Supervisor training… offered to everyone. Take a proactive approach.Monthly diversity meeting at CPS already exists. Each department might be helpful, financial support helpful. Included all staff would require department closures.We think that more collaboration with other departments. As well as opportunity to work/train with others. Also, professional learning opportunities for all staff members.Learn more about what other departments are doing more often.Continuing social justice trainings and learning more about the changing student landscape. Learn more about retention facts. Learning more about university resources so that we can direct students. Be more personable to connect with students.Knowing what resources are available on campus, better understanding of other depts.We are creating generation that is not prepared to be a “global citizen”.Yes, would like to learn more about it. Better understanding about what’s happening within the division in order to partner. Meet with us.Conferences, informal information continuing education.Diversity development plan (res life) specific things you want to learn more about. Maybe spread that into these other topics. Making more mandatory sessions/trainings (not suicide prevention). People select the ones that they are more comfortable with instead of learning new things. Online modules like the one we all did about sexual misconduct. Filling in knowledge gaps customized for each unit in terms of resource familiarity. Example event services learns about SRCC.Presentation from institutional research. How do we measure leaning outcomes broadly in terms of our values vs just grades? The most meaningful work is the most difficult to measure—so how do we engage this most effectively?Not sure. ................
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