Goals and Accomplishments

• Athletics
• Auxiliary Services
  • University Housing
  • Restaurant Operations
  • UWM Union
  • UWM Bookstore

• Career Development Center
• Children’s Center
• Dean of Students/Office of Student Life
• Norris Health Center
• Recreational Sports & Facilities

• Developed a collaborative, Division-wide comprehensive assessment program using Student Voice, Learning Reconsidered, and the Council for the Advancement of Standards (CAS)

• Developed and initiated the inaugural PantherFest, the largest non-athletics event in UWM history through groundbreaking partnerships and collaborations across campus

• Significantly increased student life programming and student participation, the number of registered student organizations, and the quantity of targeted programs to specific student populations

• Collaborated with Academic Affairs in Access2Success efforts, including courses, research, faculty collaborations, conferences, workshops, and the career component of ED PSYCH 101

• Addressed campus transportation, parking, and environmental issues by implementing the Flexcar/Zipcar automobile sharing programs

• Responded to UW System audit on textbook pricing, rental, and adoption
  • Partnered with Student Association on a door hanger program to encourage early textbook adoption by faculty
  • Reduced textbook prices by 1%
  • Explored textbook rental options
  • Made presentations to Academic Deans and Student Senate

• Collaborated with Student Association on the following:
  • PantherFest co-sponsor
  • Pounce (new mascot); PantherPack (athletics events participation program; Midnight Madness showcase event for basketball teams)
  • Bi-weekly meetings to discuss issues and improve climate

• Developed and implemented the COAST (Community Outreach and Assistance for Student Tenants) program, a collaboration between the Neighborhood Housing Office and the Student Association to improve neighborhood relations

• Took the campus leadership role for Welcome Week programming

• Collaborated with Academic Affairs to establish Living Learning Communities (LLCs) at the new RiverView Residence Hall

• Involved faculty campus-wide to set up Visual Arts, Health Care, Cultures and Communities, Information Technology, and Creating Your Future LLCs
• Set up transportation to meet RiverView and Kenilworth needs to access central campus

• Provided leadership for campus-wide mental health awareness/education
  • Developed counseling center brochures for targeted distribution
  • Conducted outreach to student and employee/faculty groups
  • Enhanced Norris website and linked to Campus Safety website
  • Responded to System mental health audit for campus
  • Added crisis counselor for direct service to students
  • Conducted health fairs at Norris and Klotsche

• Initiated and implemented campus-wide THINK-PINK campaign
  • Began as Athletics event that expanded to a week-long series of health fairs, awareness outreach, and educational programs
  • Culminated with fundraising for women’s health programs at Norris during women’s basketball game with silent auction/raffle and refreshments

• Chaired the University-wide committee that led to the creation of the campus S.A.F.E. (Safety Awareness For Everyone) campaign

• Co-chaired the campus Threat Assessment Team

• Established in-service/staff development programs for Division
  • Used grassroots survey of staff to identify issues
  • Provided session about new strategic plan, Learning Reconsidered outcomes, Q/A with the Vice Chancellor for Student Affairs; white privilege and diversity, and campus safety

• Created a Divisional employee recognition program, the S.T.A.R. (Staff That Are Remarkable) Awards

• Collaborated with Academic Affairs to review campus employment opportunities for students, including common training experiences and career development components

• Led the pilot for the campus to examine re-engineering financial reporting tools for enhanced processes/procedures and cost savings

• Provided competitive salaries for staff at or near the top, compared with other Horizon League Institutions. Hired two new staff of non-Caucasian origin 

• Increased development and marketing to enhance annual giving and fundraising

• Continued to place in the top two in the Horizon League in academic achievement (League Honor-Roll Honorees)

• Were contenders or League Champions in all sports within the Horizon League

• Continued to strive to achieve multifaceted funding sources to assure program stability. An Athletic Review Committee was appointed by the Chancellor which will assist this goal 

• Kenilworth Square Apartments: Opened at full capacity for the fall semester 2007-08. The newly created Kenilworth Guest Housing provides year-round guest facilities for visiting faculty, guest speakers, and employment candidates 

• RiverView Residence Hall: Assisted the UWM Real Estate Foundation in the creation of a new 475 bed residence hall. RiverView Hall opened in January 2008 at approximately 75% occupancy

• Living Learning Communities: Collaborated with Academic Affairs in the creation of Living/Learning Communities for RiverView Hall – scheduled to begin in September of 2008

• Neighborhood Housing Services: Transferred oversight of Neighborhood Housing Office to University Housing in November of 2007.   Developed new COAST Leader Program and put into operation in January 2008

• Diversity/Access to Success Initiatives: Increased, in collaboration with Recruitment and Outreach, the residential students of color by nearly 32% from the previous year. Initiated a new residential scholarship/leadership program that will provide full room and board scholarships for 10 new students each year

• Established remote GRIND location in the EMS Building

• Expanded Food Management Software to include the CBORD Food Service Suite (FSS)

• Implemented new Facilities: RiverView GRIND, RiverView CAFÉ and RiverView Convenience Store

• Re-imaged and set up new agreement for Taco Bell

• Began accepting credit cards at facilities

• Reviewed Union Policy Board constitution and created new bylaws in 2007

• Discussed responsible shared governance with Student Association and Union Policy Board leadership

• Increased frequency of Union Policy Board meetings

• Discussed change of funding source (allocable vs. non-allocable) for the Student Activities Office

• Adopted a more formalized and transparent method of assigning student organization office space

• Had approximately 100,000 participants for Union events

• Provided space and event planning services to approximately 12,000 meetings and events in 2007 by Reservations and Event Planning services

• Realized the highest traffic count in union history with approximately 27,000 daily entrees or an estimated 5.5 million individuals annually

• Worked actively with the Student Association, UWM administration, the academic deans, and many other parties to respond to the UW System audit on textbook prices

• Implemented strategies to contain course material costs, including:
  • A 1% drop in the price-structure of textbooks
  • Online ISBN listings for textbooks, permitting students to quickly and easily comparison shop online
  • Web options for electronic books and texts permitting wider faculty adoption options, some with lower initial costs
  • Commitment to working on a limited trial rental program
  • Department/unit level strategies to ameliorate cost impacts on particularly vulnerable groups
  • Work with the Student Association to forward an informational campaign on cost benefits of early adoption

• Worked actively to maintain association with desirable national brands, notably Apple and UnderArmour

• Increased access to and involvement with classes across all schools and colleges, including:

• Expanded Ed Psych 101, Changing Your Major & Career, from 2 sections (40 students) to 24 sections (400 students), with each course increasing to 2 credits for Fall 2008

• Developed new courses of Career Planning & Outcomes for Adult Learners, Successful Career Transitions: Strategies, Accomplishments, Ideas, and Choosing Your Major and Career as part of the new Living Learning Community at RiverView

• Presented Career Development in the Classroom and Curriculum at the 2008 Access to Success Conference to correlate career development concerns and participation in career courses with increased academic performance and retention as part of university-wide imitative

• Worked with Academic Counseling Network on new ways to integrate career development into academic advising and presented to an ACN meeting, Working in Partnership for Student Success

• Provided career change and pre-retirement career planning/courses for Milwaukee adults through the downtown UWM Career Transitions Center. Delivered individual career coaching/counseling to 34 clients and complimentary intake coaching sessions to 54 clients

• Targeted employers to develop opportunities for students in all colleges/schools outside of the Lubar School of Business and the College of Engineering and Applied Science, primarily the College of Letters & Sciences. Assisted Frito-Lay in developing recruitment and scholarship partnership with Athletics

• Initiated idea of developing Interviewing Suite and Meeting/Presentation Room in lower level of Mellencamp to increase College of Letters & Sciences employer recruitment and involvement with UWM campus life

• Developed four courses and new degree pathway in Ed Pol as part of Center for Early Childhood Professional Development and Leadership

• Added 2 professional level staff to meet accreditation requirements

• Conducted needs assessment and resource planning in OSL units to identify staffing needs and resource priorities

• Identified resources and positions to enable the hiring of an Associate Dean of Students and Student Organization Advisor to provide guidance and oversight to student organizations and funding processes

• Assumed a lead role in the planning of “Welcome Week” & PantherFest for 2007

• Worked with Legal Affairs, UWM Police and University Relations to design a new format for the UWM Clery Report

• Began strategic planning for OSL using an outside consultant to help create new vision and mission statements for OSL

• Explored new partnerships with other Division of Student Affairs units that provide expanded and coordinated leadership development opportunities for UWM students

• Reviewed the UWM non-academic misconduct disciplinary processes

• Reviewed and examined operating policies and procedures in the office to insure that appropriate levels of oversight and accountability were provided to student accounts

• Advised, supported, and increased registered student organizations from 270 to 292

• Developed and strengthened relationships with two academic programs (Curriculum & Instruction and Cultures &Communities) through staff trainings 

• Joined the Diversity Leadership Committee and worked to encourage participation in the UW System Campus Climate Study

• Worked with the Dean of Students and Equity Diversity Services offices to develop an on-line Hate Incident Reporting Form and system for possible use in recording and tracking reports

• Established a four-credit leadership course for the Center for Volunteerism and the Campus Compact Student Leadership M3C Scholar/Fellows via the Community Education Department at UWM

• Changed hours of operation from 6:00 pm.-1:00 am to 6:00 pm-2:00am

• Maintained high passenger counts and safely transporting nearly 150,000 UWM student/trips, at the approximate rate of 800 students per shift while school was in session

• Had direct contact with/reached over 3200 people through 93 outreach activities and presentations. Sponsored 51 events at UWM highlighting the diversity of women’s lives and experiences

• Worked closely with the newly created UWM First Year Center on plans to merge the two centers into one operation

• Developed partnerships with the Multicultural Resource Center and the Academic Opportunity Center on mentoring and programming efforts

• Trained campus community members through large and small group presentations and written material regarding the emotionally distressed student and the more common stressed student, offering Norris Health Center staff and, in particular, the Crisis Counselor, as resources

• Successfully restructured service delivery at Norris with hiring of specialized triage nurses, the full integration of the Crisis Counselor, and efforts of the Health Promotion and Wellness department to continue to provide high quality medical and mental health care to a larger overall volume through telephone consultations and outreach programs

• Participated in Division strategic planning, gathering of baseline benchmark data, identification of assessment needs, and development of department core values in preparation for a development of a Department strategic plan with input from the staff and student advisory board

• Strategically partnered with UWM police to respond to System Security Report as well as focus on safety concerns in campus academic departments and provide flu shots to the campus and neighborhood

• Raised awareness with campus leaders and students on the correlation of health and success on campus as well as Norris Health Center’s critical staffing, space and funding deficits

• Continue to use the Divisional strategic plan to implement strategic outcomes and initiatives

• Continue a strong commitment to diversity efforts related to recruitment, promotion, retention, and compensation

• Use the CAS Standards to assess the programs, activities, and services provided by the division’s operational units

• Continue to keep focus on the Division’s Vision: Inspiring student success: creating an environment that fosters student growth and life-long learning

• New Residence Hall Development: Continue to work with the UWM Foundation in coordinating future student housing development

• Neighborhood Housing Services/COAST Leaders: Continue to promote and expand the new COAST Leaders program with the neighborhoods that surround UWM

• Diversity/Access to Success Initiatives: Continue the collaboration with Recruitment and Outreach to increase the residential students of color by 15% from previous year. Continue to work with the UWM Scholarship Coordinating Committee in implementing the Housing Scholarship/Leadership program. Provide clear leadership program opportunities for the newly selected recipients of these scholarships

• Enhance Web presence and services

• Collaborate system-wide for an analysis of trends

• Expand and grow where appropriate

• Explore regional produce sourcing

• Continue to develop strategies to establish a responsible and meaningful shared governance system with the Student Association and Union Policy Board

• Complete the preliminary planning phase for future Union renovations

• Establish a centralized ticketing operation in the UWM Union

• Establish a graduate internship program in the UWM Union in collaboration with the School of Education

• Complete the Union and Auxiliary Services strategic planning process

• Complete the CAS assessment process

• Maintain the Union commitment to quality campus programs and activities

• Obtain organizational stability by filling vacancies in the areas of Marketing and Building Operations

• Continue process to align UWM branding with strong national and local brands

• Research, develop, and implement strategies to improve customer satisfaction, and organizational and operational efficiency, by improving textbook costs and submissions, internal and external public relations, store design, marketing, and merchandising

• Continue to build connections to the UWM curricula with the Education Psychology 1-1 and 3-1 career courses through partnerships with schools and colleges, replicating the 101 model with 2-3 GA’s teaching 3-4 sections of 301

• Integrate career services for Milwaukee adult learners with campus initiatives to work with returning adults on degree starts and completion, by developing more on-line/blended courses and a vision outline for the Learning Technology Center

• Expand number and breadth of faculty courses across schools and colleges. Investigate viability of a web-based “warehouse” for faculty interested in integrating career content into classes. Use the RiverView LLC as a laboratory for consulting with 4 other faculty on integrating career content into their courses

• Provide campus leadership for building career development concepts, research and resources into university-wide retention initiatives. Use Student Voice to collect data connecting career development with academic performance and retention. Work with ACN and Enrollment Services/PAWS on new ways to integrate career development into academic advising and registration

• Advance campus-wide use of PantherJobs as a central career planning and job seeking resource for all students. Investigate viability of not charging students a $15.00 fee for “advanced service”.

• Implement new National Association for the Education of Young Children accreditation program for ages 6 through kindergarten

• Receive accreditation of school-age program from national After School Association

• Participate in Master Planning process

• Add at least four professional level staff to met accreditation requirements

• Continue to have student workers enrolled in class and degree paths

• Develop and implement training sessions for faculty and staff regarding responding to classroom disruption and reporting student behavior issues and concerns.

• Develop a protocol and procedures for supporting sexual assault victims and tracking and responding to assaults

• Continue to work with the Threat Assessment Team, Campus Safety Committee and the COOP Committee at UWM on emergency preparedness

• Continue to work with the Division of Student Affairs and the administration on new funding sources to support staffing needs in OSL units

• Work with BFS on the implementation of a new financial data base system for tracking student org accounts

• Develop procedures for implementing the new UW-System Policy Paper-50

• Secure funding for support of the campus blood drives
• Establish a leadership development program for students that eventually will be an academic certificate program

• Explore the possibility of an Understanding Privilege retreat for LGBT students and their allies at UWM

• Create new organizational infrastructures to manage work previously accomplished by the Assistant Director for Outreach and Student Involvement

• Facilitate the change from 6:00pm-2:00am to a new 6:00pm-4:00am

• Work with the new Director of the UWM First Year Center on a merger with the 1^st year Center

• Provide direct services and outreach through programming and on the Web to students most at need based on inability to pay, lack of health insurance or lack of support to best meet the needs of our growing, diverse group of students

• Identify funding and space resources to meet both the critical shortage of staff and space needed for daily operational functioning in the short term and to participate in campus master planning to articulate the increasing challenges with campus residential growth and satellite expansion of meeting the health needs of students in the longer term

• Continue to provide high quality medical and mental health care and a high quality healthcare experience by developing systems and strategies through a Quality Improvement Program and a commitment to achieve accreditation in 2009

• Measure and assess the needs and satisfaction of UWM students in terms of service delivery, focusing on mental health services and Health Promotion

• Evaluate current use of application software and needs and the relationship to University supports in order to determine the feasibility of moving to an electronic medical record

• Determine priority areas by participating in a Fall 2008 or Spring 2009 NCHA survey to get updated health risk assessment data and analyze with an academic partner to improve targeted service delivery

• Serve as a resource and promote public health on campus and in the surrounding community targeting topics such as tobacco use, infectious disease outbreak, suicide and violence prevention, and wellness

• Refine the Health Center’s role at UWM, in Access to Success Program and in the Student Affairs division through the use of Council for the Advancement of Standards in Higher Education (CAS)

• Further cultivate and develop new strategic collaborations within UWM and the community through research and teaching opportunities to improve the health of the student population

• Fully develop and integrate a continuity of operations plan (COOP) in cooperation with the campus and UW System

• Prepare for, and participate in, the CAS assessment process for Recreational Sports departments and begin to implement recommendations

• Coordinate the process of construction, commissioning, and programming of an additional physical activity room (spin room). Also, work with campus personnel in the planning of possible on-campus sport and recreation facilities and possible expansion of off-campus facilities

• Expand existing and provide new, leadership and student development opportunities for student employees and program participants. Strengthen student employment hiring and training practices to improve customer service and add to the diversification of the staff

• Provide an open environment for learning about the benefits of health, fitness, wellness, physical skill development, stress management and the development of lifelong healthy habits. Refine and expand existing programs and develop new programs to meet the changing needs of students. Continue relationships with other campus departments and foster new relationships in the delivery of health, wellness, recreation and lifelong healthy lifestyle learning opportunities

• Establish the Klotsche Center and Pavilion as a Campus Destination

• Review and revise (as necessary) operational plans, policies and procedures, collaborating with various user groups to review and revise facility use policies, thereby maximizing the equitable use of the facilities. Develop plans to more fully integrate member and facility management software features

• Continue to improve the website to increase customer services and the efficient and effective delivery of information