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2.2 Broaden and deepen students’ academic, personal, and career-related experience and preparation.

Measure 2.2.1: Percentage of seniors reporting participation in two or more high impact practices (HIPS6). (NSSE)

Current Value AY 2024-25 AY 2027-28 AY 2030-31
55% 59% 62% 65%

 

Measure 2.2.2: Percentage of seniors reporting involvement with student organizations (UCUES)

Targets: Maintain or increase current value of 73% (which exceeds UC value of 64%)

Measure 2.2.3: Percentage of seniors reporting participation in community service, internal and external to the campus. (UCUES)

Targets: Maintain or increase current value of 56% percent of respondents reporting off-campus community service (which exceeds UC value of 47%)

Targets: Maintain or increase current value of 42% percent of respondents reporting on-campus community service (which exceeds UC value of 32%)

Measure 2.2.5: Percentage of graduate student respondents indicating satisfaction with “graduate program mentorship and advising” on the UC Graduate Student Experience Survey

Targets: To be determined; following first administration of the survey in spring 2021

Measure 2.2.6 Percentage of graduate student respondents indicating satisfaction with “the career support I receive in my program” on the UC Graduate Student Experience Survey.

Targets: To be determined; following first administration of the survey in spring 2021

Measure 2.2.7 Percentage of undergraduates employed in fields related to their degrees, with well-paying salaries, one year after graduation.

Targets: To be determined; develop the capacity to measure.

Measure 2.2.8 Percentage of graduate students employed one year after graduation*

Targets: To be determined; develop capacity to measure

Measures to be developed:

Example Strategic Initiatives:

  • Establish a strategic, holistic development and grant-getting plan for funding undergraduate experiential learning and student success initiatives
  • Enhance and expand graduate student preparation and pipelines for academic and non-academic careers
  • Foster a student-first focus across campus
  • Increase internships through partnerships with industry, agencies, the community, and alumni
  • Develop a campus-wide Customer Management System (CMS) to build an integrated student journey from prospect to graduation; use the CMS to enable on-demand and personalized academic advising, mentoring, and other support services for all students
  • Develop a plan for progressive student employment experiences that grow student skills and abilities over time in support of career preparation and to meet campus work needs
  • Engage alumni in student success, e.g. mentoring, networking, internships, and provide data to school leadership to facilitate alumni involvement
  • Expand the athletics facilities and programs to transition from NAIA to Division III, or beyond
  • Expand and enhance leadership and community service opportunities
  • Continue to develop and expand undergraduate and graduate student wellness support services, including for basic needs
  • Continue to develop and expand student constituency/identity programming and associated spaces
Goals: