2017-2018 Division of Student Success Impact Report

University of Colorado Colorado Springs

Division of Student Success IMPACT REPORT 2017-2018

2017 2018

IMPACT REPORT

Division of Student Success

A Message from Vice Chancellor for Student Success Sentwali Bakari

Welcome to the University of Colorado Colorado Springs Division of Student Success annual Impact Report. This report highlights a plethora of student services targeted at advancing student learning, engagement and sense of belonging, and persistence. It is an opportunity for our team to pause and have meaningful and “real talk” conversations on how we are making a positive difference in students lives and where we need to improve.

We hope you find this report useful and are able to gain an understanding of the depth and breadth of the work we do in the Student Success division. We will continue to ask meaningful questions and challenge ourselves to successfully deliver relevant services that advance students’ ability to persist, graduate, and be professionally accomplished.

R. Sentwali Bakari, Ph.D. Vice Chancellor for Student Success Auxiliary and student support services are vital to the success of UCCS students. Many units within the Division of Student Success are auxiliary funded and provide facilities, programs, services, and learning opportunities for students. UCCS students develop, learn, and create community by participating in these programs.

In addition, students gain valuable employment skills while working in on-campus jobs. Auxiliary and student support services also provide necessary programs and services for the entire campus community.

Carlos García, CASP Associate Vice Chancellor for Student Success and Auxiliary Services

DIVISION OF STUDENT SUCCESS 2017-2018 IMPACT REPORT

Table of Contents Academic Advising . . . . . . . . . . . . . . . . . . . . . . 4 Auxiliary Services Marketing . . . . . . . . . . . . . . . 5 Bookstore & Copy Center . . . . . . . . . . . . . . . . . 6 Campus Recreation . . . . . . . . . . . . . . . . . . . . . 8 Career Center . . . . . . . . . . . . . . . . . . . . . . . . . 10 Chancellor’s Leadership Class & UCCSlead . . 12 Dining & Hospitality Services . . . . . . . . . . . . . . 13 Disability Services & University

Testing Center . . . . . . . . . . . . . . . . . . .

Ent Center Artist Series and

Education & Outreach . . . . . . . . . . . . .

Family Development Center . . . . . . . . . . . . . .

Galleries of Contemporary Art . . . . . . . . . . . . .

Housing Operations . . . . . . . . . . . . . . . . . . . .

Intercollegiate Athletics . . . . . . . . . . . . . . . . . .

International Affairs . . . . . . . . . . . . . . . . . . . . .

Mental Health Services . . . . . . . . . . . . . . . . . .

Multicultural Office for Student Access,

Inclusiveness & Community (MOSAIC) .

Office of Dean of Students . . . . . . . . . . . . . . .

Office of Veteran & Military Student Affairs . . .

Residence Life . . . . . . . . . . . . . . . . . . . . . . . .

Student Health Services . . . . . . . . . . . . . . . . .

Student Life . . . . . . . . . . . . . . . . . . . . . . . . . .

Sustainability, Wellness, & Learning . . . . . . . .

THEATREWORKS . . . . . . . . . . . . . . . . . . . . .

UCCS Farm . . . . . . . . . . . . . . . . . . . . . . . . . .

UCCS Presents . . . . . . . . . . . . . . . . . . . . . . .

University Center & Event Services . . . . . . . . .

Wellness Promotion . . . . . . . . . . . . . . . . . . . .

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14 15 16 18 20 22 24 26 28 30 31 32 34 36 38 40 41 42 44 46

2017 2018

IMPACT REPORT

Division of Student Success

Academic Advising MISSION: Partnering with students to successfully navigate college.

Director: Brett Fugate

2017 – 2018 EXECUTIVE SUMMARY

This past year Academic Advising launched its new strategic plan as the end product of a robust program review.

With this launch, Academic Advising is committed to the mission and vision of UCCS to advance knowledge, integrate student learning, and provide life-enriching experiences. Advising provides high quality, personalized, and comprehensive advising by partnering with students and the campus community to empower students to take ownership of their education and be successful in college. Advising seeks to support and challenge students in their learning and development by: • Providing practical and developmental guidance that respects each student’s individual path • Facilitating student exploration and navigation of educational and personal goals • Developing strategies for student success in college and connecting students to opportunities and resources available for their growth • Helping students to develop self-authorship and personal responsibility and to value higher education as they engage in their educational journey.

KEY HIGHLIGHTS

KEY PERFORMANCE INDICATORS

• An increase of 19.6% first year students meeting with advisor in Fall semester. 28.3% increase for required advising pilot students.

• 280 additional appointments available each week.

An increase of 9.1% total student meetings. 13% increase in students meeting multiple times.

• An increase of 1.3% Fall to Spring persistence of first year students.

• An increase of 1.15 credit hours on average each semester when students meet with their advisor (equates to 8,191 additional credits in 2017-2018).

• Students who meet with advisor are 11.3% more likely to be full time and 9.7% more likely to be at 15 credits or more.

• Online appointment scheduling to increase access to advising services.

• Restructured the advising calendar and other administrative duties to increase appointment availability.

• Piloted required advising for all University Studies and College of Business freshmen.

• Creation of individualized plans for professional development for staff to increase advising quality and development.

• Created advising syllabus to better communicate services, expectations, and advising plan for entering freshmen.

PROPOSED 2018 – 19 PRIORITIES

• Implement Required Advising for all first year freshmen students.

• Increase implementation of developmental and proactive advising.

• Implement Planner tool for Degree Audit to allow students to chart out degree path and plan out multiple semesters.

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2017 2018

IMPACT REPORT

Division of Student Success

Auxiliary Services Marketing MISSION: The Auxiliary Services Marketing (ASM) department strives to support the Division of Student Success by assisting Auxiliary Services departments with core marketing deliverables and by the promotion and advertisement of on campus and student-centered initiatives that support the university’s mission, goals and strategic plan.

Director: Holly Murdock

2017 – 2018 EXECUTIVE SUMMARY

Auxiliary Services Marketing ended the 2017-2018 fully staffed for the first time in years and is looking forward to expanding its contribution to campus in the upcoming year. Adding both a director and a social media expert, ASM is seeking to support auxiliaries on campus more fully, pushing them to consider new methods and approaches to communication. In addition, ASM added to its resources by purchasing new sidewalk signs, table tents for dining areas across campus, a drone for still and video footage, and purchased a sticker machine for producing student swag. With some revamping of its website and the beginning stages of a process to build strategic marketing plans for each of the auxiliaries it serves, ASM is aiming to better inform student audiences, expand the success of all its auxiliary clients, and ultimately increase student retention and graduation rates by emphasizing the community of campus.

KEY HIGHLIGHTS

KEY PERFORMANCE INDICATORS

• Added table tents, sidewalk signs, social media management, and drone photography to our lineup of options for both clients and organizations on campus.

• Took over leadership of the digital signage committee after the committee selected a likely vendor. Moving forward the implementation of a digital signage solutions across campus.

• Added both a director and a social media content specialist to our team.

• Began the process of consolidating auxiliary channels in preparation of launching the integrated social media channel Mountain Lion Life.

• Continued work on creating a strategic marketing plan for each of the auxiliary units.

• Adopted leadership of the campus Programming Committee.

• Started assisting “Blue Hat” team on consolidating programming across student life and campus.

• Created, designed, printed and distributed 22 issues of the Commode Chronicles, with 308 advertising slots in roughly 400 stalls across campus (about 8800 copies printed and installed).

• 228 total projects completed for clients, both in and out of the Auxiliaries.

• Designed or handled 22 bus kiosk ads, 31 shuttle bus interior ads, 206 digital signs in the UC, and 34 ads on the table tents in Roaring Fork, The Lodge, Clyde’s and Café 65 to spread awareness of events and programs on campus.

PROPOSED 2018 – 19 PRIORITIES

• Implement specific strategic marketing plans for all of the auxiliaries.

• Find ways to collect analytics and direct student feedback in order to better serve students.

• Expand our office influence/usefulness across campus by seeking closer partnerships (University Communications) or ways to serve on committees (Programming Team, Enrollment Subcommittee) in order to strengthen the University.

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2017 2018

IMPACT REPORT

Division of Student Success

Bookstore and Copy Center MISSION: To provide a convenient and efficient source for retail services related to campus life for students, faculty, staff, alumni, and visitors that makes a significant contribution toward the intellectual and service needs of the University community.

Executive Director: Robin Margolin Director: Paul Deniston

2017 – 2018 EXECUTIVE SUMMARY

The UCCS Bookstore underwent many changes in FY18, from transitioning to a new operation and point of sale system, to a 33% change in professional staff. The UCCS Bookstore successfully achieved many goals, from fiscal performance to contributing to student success.

KEY HIGHLIGHTS

Program to provide first generation students with personalized assistance on how to navigate obtaining course materials to ensure student success.

• Changed sales floor to alphabetical by author to improve retrieval process for students and reduce redundant inventory.

• Completed transition to new operating and point of sale systems, changed primary wholesaler.

• The Copy Center leased a new state-of-the-art digital press, expanding the services available to students and departments.

• Rolled out Day One course materials program, providing students with a significantly lower cost course material option and providing course materials on the first day of class, which studies show improves success in class.

• Improved Special Account process and aided over 496 special account students (VA/VOC, Kane Scholars, State Voc., etc.) with obtaining their course materials benefits.

• Partnered with the Pre-Collegiate Development

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

KEY PERFORMANCE INDICATORS

• Donated $20,402 towards the UCCS Family Development Center for scholarships to UCCS students.

• Made 55 donations of over $8,000 to Student Clubs and Departments for Student centric events.

• Ranked 3rd out of 26 Departments with a 95% fairto-excellent score on “rate the quality of services you feel you received while attending UCCS” in the 2017 UCCS Institutional Research Survey, with a 73% Good and/or Excellent rating (9th best).

• Saved students an estimated $488,342 by renting 13,344 textbooks.

• Increased net revenue by 11.7% over last year, while keeping controllable expenses flat. Uncontrollable/ Fixed expenses (shared services, space rentals, utilities, GAR, etc.) increased 23.6%.

• Adjusted net income before donations ended at $82,770. After donations adjusted net income was $54,277, a $53,221 improvement over last year.

• Ended FY18 with positive cash flow of $214,345 (36.1% increase over last year); reserve balance ended at $222,321.

• The Copy Center increased net revenue by 1.9% over last year, and ended with a positive cash flow of $65,386, and for the first time ever, contributed $1,000 to reserves.

PROPOSED 2018 – 19 PRIORITIES

• Partner with the Financial Aid office to establish a system where students can use their educational funds to purchase course materials.

• Develop a Bookstore student employee leadership counsel to provide input into strategy and operations.

• Improve the financial reporting of Cost of Goods Sold (COGS) to have a clear understanding of actual profitability and margin Key Performance Indicators (KPIs) by speedtype.

• Increase collaboration with Dining & Hospitality Services, the UCCS Farm, and Grain School on ways to cross-merchandise, integrate, and leverage strengths to better serve our students and other customers.

• Partner with the Office of Sustainability on 2-3 programs that support the implementation and education of sustainable practices.

• Continue to implement and expand programs that support student success, while delivering on the financial plan.

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2017 2018

IMPACT REPORT

Division of Student Success

Campus Recreation MISSION: To provide UCCS students and the campus community with diverse and innovative programs, outstanding facilities and quality educational experiences that support the development of a healthy mind, body, and spirit.

Executive Director: Stephanie Hanenberg Director: Skyler Rorabaugh

2017 – 2018 EXECUTIVE SUMMARY

Campus Recreation experienced a banner year in terms of program and service growth as conveyed within our first departmental annual report. As a major venue for cross-cultural social interaction, we help students thrive by providing opportunities for personal and interpersonal growth as demonstrated via our Kick It Soccer Tournament in partnership with Multicultural Office for Student Access, Inclusiveness and Community (MOSAIC) and International Affairs, as well as hosting our 1st annual Cricket Clinic and Tournament in collaboration with the Colorado Springs Cricket Club and International Cricket Council. Through our programs, students foster relationships, refine communication skills, discover teamwork, and use self-discipline. An excellent example of this is our student-led Recreation Advisory Board that guided the development of a new climbing wall, upgrades to our cardio and strength fitness equipment, and expansion of our aquatics center operational hours. Campus Recreation is a critical partner and collaborator with university units that complements the educational mission

KEY HIGHLIGHTS

KEY PERFORMANCE INDICATORS

• Developed new Campus Recreation Core Value Statements; strategically displayed throughout facility.

• Selected for the 2018 National NIRSA Annual Conference pre-conference Campus Recreation Facility Tour.

Over 100 participants from across the United States and Canada attended.

• Creation of a student marketing team to augment our communications and marketing strategies.

• Opened new 27-foot-tall, 1,000 square foot, Climbing Wall in the Student Outdoor Learning Experience (S.O.L.E) Center.

• Developed Campus Rec Leads program to enhance student staff development; 6 sessions, 69 participants.

• Hosted 1st cultural immersion and exploration trip to Costa Rica.

• Awarded 39th Best Campus Recreation Center according to College Consensus Top Campus Rec Centers Rankings.

• 125,000 Campus Recreation facility visitations (record setting).

• Club Sports Program experienced a record number of 449 participants amongst 21 teams.

• Fall 2017 intramurals cohort garnered 74% retention rate and 3.14 average GPA (as of 7/26/2018).

• S.O.L.E. Climbing Wall participation - 315 unduplicated members and over 2,000 climbers between February and June.

• 6% overall increase in intramurals program participation.

• Secret Shoppers program launch - ensures our fitness center monitors have knowledge of our facility rules, awareness of their surroundings, and are extending a high level of customer service to our patrons.

• First University in the nation to partner and host sanctioned indoor triathlon with USA TriathlonUSATri60.

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT • Complete the Council for the Advancement of Standards (CAS) in Higher Education Campus Recreation Programs self-assessment guide and create a departmental strategic plan.

• Host an International Day to showcase diverse recreation, music, arts, and food represented from a variety of UCCS cultures and nations to promote cultural, racial and demographic awareness from backgrounds across the world.

• Host a Disability Awareness Day to encourage students through their participation to become more aware of stereotypical perceptions and behaviors, and how they negatively influence interactions with the disabled community and other cultures, ultimately leading to a more inclusive campus environment.

• Upgraded to LED lights in several locations creating 55,342 kWh of sustainable energy savings – 14% reduction.

PROPOSED 2018 – 19 PRIORITIES

• Successfully complete the onboarding, rollout, and evaluation of a new (Fusion) recreation management software program.

• Perform a successful search and onboarding for a new Coordinator of Facilities, Business Services Assistant, and Club Sports Athletic Trainer positions. Positions will enhance department efficiencies and contribute to work on well-being initiatives.

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2017 2018

IMPACT REPORT

Division of Student Success

Career Center MISSION: The UCCS Career Center’s mission is to help current students and alumni explore their career options, prepare for their future, and achieve their career goals. We strive to help each student secure promising career opportunities.

Career Outreach Coordinator: Claire Ami Career Services Specialist: Dana Rodenbaugh

2017 – 2018 EXECUTIVE SUMMARY

The 2017 - 2018 academic year was a year of growth and change for the Career Center Office. The Career Center was reorganized within the University and now falls within the Division of Student Success. The Director now reports to the Vice Chancellor for Student Success, which elevates the office profile as previous reporting was at a lower leadership level.

The office gained two new positions, the Career Outreach Coordinator and Career Services Specialist to better serve our students and to promote our services throughout campus. The positions were added and filled in 2017. The office launched a number of outreach efforts to reach students, faculty, and staff to inform them of the services the office could offer.

KEY HIGHLIGHTS

• Tripled office staff size with addition of the Career Outreach Coordinator and the Career Services Specialist.

• Implemented Resume Review Sessions in the Excel Centers around campus before each Career Fair to prepare students.

• Launched tabling in the University Center, at Graduate School Welcome Event, Orientation Resource Fairs, Graduation Fair, and at Mountain Lion Experience to continue to expand outreach efforts.

• Weekly drop in appointments at McCord-Herbst Student Veteran Center to expand our outreach to veteran students.

• Expanded outreach on campus by attending Faculty Department Meetings.

• Email a monthly Career Center staff/faculty event happenings to Career Center partners around campus.

• Started the process of updating our marketing materials in order to better connect with students.

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

KEY PERFORMANCE INDICATORS

• Co-partnered with the College of Business and College of Engineering to host first event Prep for Success Event (Fall 2017) and Etiquette Dinner (Spring 2018).

• The Career Center online job board had 1,396 individual student log-ins in 2017/2018.

• The Career Center accommodated 921 individual appointments assisting students with resume reviews, career counseling, mock interview, graduate school assistance, career assessments, major selection, and internship assistance.

• 15.4% of individual appointment were UCCS alumni.

• 41 class presentations in 2017/2018 • Career Fairs Hosted two Science, Technology, Engineering and Math (STEM) Career Fairs and two General Career & Volunteer Fairs.

General Career & Volunteer àà Fall 2017 - 160 students/33 employers àà Spring 2018 - 113 students/48 employers STEM Career Fair àà Fall 2017 - 370 students/43 employers àà Spring 2018 - 341 students/45 employers

PROPOSED 2018 – 19 PRIORITIES

• Conduct external review and evaluation of existing career services at UCCS including institutional culture and processes.

• Analyze data from UCCS colleges and departments on system-wide technology to facilitate students’ career readiness and bid for new software through procurement office.

• Utilize the results of the external review to inform decision to redefine career services director position and the role of staff.

• Search and hire a Director of Career Center • Collaborate with Institutional Research and other stakeholders to develop better tracking of graduates • Student Assistants will be trained to take on the spot resume reviews and assist at career events.

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2017 2018

IMPACT REPORT

Division of Student Success

Chancellor’s Leadership Class and UCCSlead MISSION: Developing engaged and ethical world-changing leaders.

Executive Director: Brad Bayer Director: Garrett Gatlin

2017 – 2018 EXECUTIVE SUMMARY

The Chancellor’s Leadership Class (CLC) engaged a broad range of leadership development experiences to inspire and equip student leaders across campus. CLC facilitated workshops, seminars, coaching, and special events for 40 scholars across disciplines. UCCSlead enrolled 630 students who participated in transformational leadership training experiences.

KEY PERFORMANCE INDICATORS

KEY HIGHLIGHTS

• 80.6% retention for non UNIV FR 2016 UCCSlead cohort (n=186).

• 53 students completed UCCSlead to receive leadership certificates.

• Exceeded CLC fundraising goal for the fourth consecutive year.

• 630 students participated in UCCSlead.

• 3.89 - Average CLC cohort GPA.

• Integrated UCCSlead training module 1 (Game Changer) for all GPS conditionally admitted students.

• Modified UCCSlead program structure to be more streamlined and accessible to all students.

• Increased new student orientation enrollment in UCCSlead for 2018-2019 by 35%.

• 40 CLC scholars completed over 5,000 hours of combined community service, 80 hours of training/seminars, and academic courses in leadership studies, individual assessment / coaching, leadership on campus, mentoring, and internships.

• Received 798 selected applicants for CLC (compared to 627 in the prior year – increase of 28%).

PROPOSED 2018 – 19 PRIORITIES

• Update CLC curriculum and program requirements.

• Broader student engagement in UCCSlead including all students, clubs, organizations, SGA, and student employees.

• Enhanced community engagement for both CLC and UCCSlead (board, donors, alumni, partner organizations, etc.).

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2017 2018

IMPACT REPORT

Division of Student Success

Dining and Hospitality Services MISSION: To Nourish and Engage.

Executive Director: Robin Margolin

2017 – 2018 EXECUTIVE SUMMARY

Dining and Hospitality Services experienced a year of growth and change. Residential Dining served a record number of meal, while retail expanded its services by adding Pinney’s Café at the Ent Center for the Performing Arts. The opening gala of the Ent Center for the Performing Arts gave the department and its staff an opportunity to showcase the outstanding culinary talents that has been fostered in the past years. Change in leadership presents an opportunity to move the campus vision for Dining and Hospitality Services to the next level with service, sustainability and fiscal responsibility always in the forefront.

KEY HIGHLIGHTS

PROPOSED 2018 – 19 PRIORITIES

• Opened Pinney’s Café in the Ent Center to provide service for students, faculty and staff during business hours and patrons during performances.

• Provided on campus employment to 310 students in Residential, Retail, Catering and Administration.

• Instituted an enhanced Student Manager training program.

• 40 hours a week given to Sustainability Wellness Learning (SWELL) graduate students working in Food Next Door.

• Hired a new Director and Executive Chef for residential dining.

• Served 4,470 Antibiotic Free Hamburgers and 8,132 pounds of natural meat.

• UCCS Farm grew over 1,833 pounds of food on campus which provided more than $5,500 worth of produce to DHS and Food Next Door.

• Purchased $14,932.07 of cage free eggs.

• Ent Center grand opening gala was the largest catering event of the year.

• Develop new and enhance on-going programs with the intent to create traditions on campus such as Finals Fuel, Welcome Week, and cultural celebrations in collaboration with Residence Life, and University Center.

• Incorporate established Student Success learning outcomes into all aspects of the student training program.

• Expand international food offerings in all areas of DHS. • Develop and implement systems for the purpose of process improvement in Catering.

KEY PERFORMANCE INDICATORS

• Served 166,960 meals, an increase of 29% from 2017.

• Provided on campus employment to 310 students in Residential, Retail, Catering, and Administration.

• Generated over $7 million in revenues; repaid a campus loan 6 years early with a total balance of $795,000.

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2017 2018

IMPACT REPORT

Division of Student Success

Disability Services and University Testing Center MISSION: Disability Services facilitates the journey for students with disabilities toward becoming confident, self-advocating and independent adults. We promote an equitable and inclusive experience by providing reasonable accommodations for students and advancing awareness and education within the campus community.

Executive Director: Brad Bayer Director: Ida Dilwood

2017 – 2018 EXECUTIVE SUMMARY

Disability Services determines and provides access for students with disabilities to University classes, programs and activities. Through an interactive process, we promote the campus community that embraces a fully accessible, equitable, and inclusive experience for all people with disabilities.

The Testing Center provides test proctoring services for students who need to make up a missed exam or take an exam early. We coordinate contacting the faculty member, printing, proctoring the exam according to the faculty’s instructions, and returning the exam in a timely manner.

KEY HIGHLIGHTS

Disability Services, an Increase of 16.5% YOY. • 6% of UCCS undergraduates are registered with Disability Services, an increase from 5% last year.

• 28% of total students registered with Disability Services are Veterans.

• 72% of students registered with disabilities qualify for testing accommodations.

• 18% have Physical/Systemic conditions to include but not limited to back disabilities, epilepsy, diabetes, fibromyalgia, cerebral palsy and cancer.

• 22% of students have psychological conditions such as anxiety, Post Traumatic Stress Disorder (PTSD), depression, and Bipolar Disorder. This is the largest population registered.

• Proctored ~3,800 exams for students with disabilities including make-up exams for nondisabled students.

• Processed 221 book requests for students with print disabilities and converted books into electronic format.

• Used Starfish to implement online scheduling of all testing appointments and appointments with Disability Accommodation Coordinators.

• Continued campus wide training and education to remove barriers for students with disabilities.

• Maintain 70% retention rate for students registered with Disability Services.

• Hosted CO/WY–Association for Higher Education and Disability (COWY-AHEAD), Fall 2017.

• Conference at UCCS- October 2017.

• Co-sponsored Disability Awareness speakerNaomi Grossman (“Pepper” from the TV show American Horror Story) - Oct 2017 (sold out show).

• Ida Dilwood, Director, Presented at COWYAHEAD in Spring 2018 and the CO Department of Education Transition Leadership Institute in June.

PROPOSED 2018 – 19 PRIORITIES

• Evaluate and revise departmental guidelines to ensure they provide a diverse, inclusive, accessible, welcoming and supportive environment.

• Create a series of videos that support Disability Services’ mission to advance awareness and education within the campus community.

• Provide opportunities for continued well-being for department staff with professional development opportunities on and off campus.

• Implement Starfish into office practices to foster new avenues of student outreach and support.

KEY PERFORMANCE INDICATORS

• Over 1,000 Active Students registered with 14

2017 2018

IMPACT REPORT

Division of Student Success

Ent Center Artist Series & Education & Outreach MISSIONS: Artist Series: To present nationally and internationally significant artists in music, dance, and live performance.

Education and Outreach: Creative learning for a lifetime of play.

Executive Director: Drew Martorella Director: Aisha Ahmad-Post

2017 – 2018 EXECUTIVE SUMMARY

The Artist Series premiered in February 2018 to great acclaim. Over the Spring semester, the Artist Series showcased 20 performances that were seen by over 6,000 patrons, including sold out performances of Ailey II, Seong-Jin Cho, Branford Marsalis Quartet, Julian Lage, and the Los Angeles Guitar Quartet. Through a strong working relationship with the Rocky Mountain Arts Consortium, the Artist Series and the Ent Center has gained prominence and recognition in the region for its work; Aisha Ahmad-Post, Director of the Ent Center, will serve as President of the Rocky Mountain Arts Consortium, this coming year as a result.

Our education department evolved out of THEATREWORKS and now serves all of UCCS Presents. It is now an interdisciplinary arts education program focused on arts-integrated professional development for K-12 teachers while also providing arts experiences for students. Over 5,000 students were served through student matinées, Shakespeare in the Schools, and summer camps. The Education and Outreach department was recognized on a national level by the Kennedy Center as a Partner in Education in April 2018.

KEY HIGHLIGHTS

to return to the program next year.

• Shakespeare in the Schools increased from 32 sites in 2016-2017 school year to 51 in 2017-2018.

• Increased Intergenerational Programs from one school to four schools, and increased the number of seniors served from 5 to 20.

• Artist Series had 6,110 patrons attend 20 performances, including 5 sold out shows, and brought in over $211,000 in ticket revenue.

• Education and Outreach served 5,000 students across summer camps, student matinées, and professional development.

• Artist Series launched Feb 2018; education and outreach dept launched in its new form Aug 2017.

• Artist Series and Education and Outreach collaborators include the music, theater, and dance divisions of VAPA, Colorado Springs Dance Theater, the Colorado Springs Philharmonic, Ormao Dance Company, Colorado Springs Children’s Chorale, Colorado Springs Youth Symphony, Academy District 20, Fine Arts Center at Colorado College, and District 11.

• Professional development opportunities allow teachers to receive either graduate credits or continuing education credits through the College of Education.

• Aisha Ahmad-Post was named a Leadership Fellow through the Association of Performing Arts Professionals, a 20-month long program that includes working on a larger project to be presented at the national conference in 2020.

PROPOSED 2018 – 19 PRIORITIES • Deepen educational partnership between the Artist Series, education and outreach, and the campus as a whole.

• Create advisory boards for both the Artist Series and Education and Outreach.

• Create three-year strategic plans for the Artist Series and Education and Outreach.

• Program a more inclusive and equitable lineup of performances for 2019-2020.

KEY PERFORMANCE INDICATORS

• Camp surveys show nearly every student wants 15

2017 2018

IMPACT REPORT

Division of Student Success

Family Development Center MISSION: We are committed to providing high quality early childhood programs that are based on research and are responsive to the needs of children and their families.

Open to the campus and community at large, the school welcomes diversity, ensuring for children safe, nurturing care and a stimulating learning environment. The Center supports parents who are university students, offering financial assistance. In addition, the Family Development Center enhances the total learning environment of the university by serving as a site for university observation, research, and training.

Executive Director: Megan Bell, PhD Director: Season Doebler

2017 – 2018 EXECUTIVE SUMMARY

The Family Development Center, FDC, had a very successful year with consistent enrollment and was operational throughout the year without interruption in services for students, staff, and faculty. The FDC consistently provided high quality early care and education and serves as a model to set standards for the larger community regarding quality care for children. The facility that houses the FDC is over twenty years old and is aging in its performance ability. Recent capital improvement projects, installing a new roof and carpet, will help to extend its life as well as provide a quality environment for the children and families it serves. The FDC will continue to plan and develop renovation/rebuild opportunities to continue to meet the changing needs of the services provided.

KEY HIGHLIGHTS

programs throughout the United States and other countries. NECPA focuses on the interests of children by promoting benchmarks for high quality standards throughout the early care and education profession.

• The Family Development Center hired a new Director and Associate Director to replace the retiring administration.

• Renewed and increased our Child Care Access Means Parents In School program (CCAMPIS) Grant award. This program supports the participation of low-income parents in postsecondary education through the provision of campus-based childcare services. In this next four-year grant cycle the Family Development Center received an increase in funding that will allow for more scholarships to subsidize child care costs for UCCS students that are parents.

• The Family Development Center spent approximately $90,000 to complete capital

• Renewed our National Early Childhood Program Accreditation (NECPA) that determines and recognizes excellence in early childhood

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT departments to improve our programming. This included adding “Booked on Math”, STEM, and Music programs into our curriculum.

• Awarded over $130,000 in CCAMPIS scholarships and $50,000 in Auxiliary (Bookstore and Parking departments) scholarships to approximately 50-70 parents who are UCCS students to reduce the cost of childcare.

improvement projects for necessary carpet and roof replacement.

• The Family Development Center converted a contract teacher position into a new University Staff Teacher position. This position will provide more consistency in the classrooms for children and families. The budget difference to convert this position is supported by an annual increase of childcare tuition cost.

PROPOSED 2018 – 19 PRIORITIES

KEY PERFORMANCE INDICATORS

• Continue planning and development of proposed renovation or rebuild and long term plan for the facility.

• Apply for the Quality Rating and Improvement System (QRIS) grant and funding for quality improvement through the State of Colorado Department of Health and Human Services.

• Improve and expand emergency plans and notification systems for the department.

• Transition from Childcare Manager to Smartcare childcare management system.

• Maintain 90% enrollment to meet budget goals.

Served 148 families with over 60% of families being UCCS students, faculty, staff and alumni.

• Retain highly educated and experienced staff by providing competitive salary and benefit packages.

• Employee approximately 70 UCCS students through work study programs to work in our administrative, classroom, maintenance, and dining positions.

• Collaborated with UCCS Education and Nursing

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2017 2018

IMPACT REPORT

Division of Student Success

Galleries of Contemporary Art MISSION: To spark engaged dialogue about contemporary culture through visual art exhibitions, public programs, and special events that articulate aesthetics, current issues and diverse perspectives for a wide range of audiences, including UCCS students, faculty, staff and community.

Executive Director: Drew Martorella Director: Daisy McGowan

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

2017 – 2018 EXECUTIVE SUMMARY GOCA’s 2017-18 season had many highlights – closing our longtime campus gallery space with a major exhibition of Betty and Murray Ross’ art and opening the Ent Center for the Arts with a regionally-celebrated exhibition of Floyd D. Tunson’s art, along with launching a world-class public sculpture program. The result was high audience interest (nearly 5,000 attended the new gallery in the first two months alone!) and significant media attention (GOCA’s Director had interviews by eleven major media outlets in Colorado Springs and Denver for stories).

GOCA’s outreach to and engagement with UCCS students and faculty was robust during the 2017-18 academic year, with a significant increase in class visits with opening the Ent Center for the Arts in January, 2018. UCCS students from across a range of departments visited with their classes and experienced a range of educational programs in both gallery sites as well as the grounds of the Ent Center for the Arts public sculpture exhibition (244 UCCS students between August, 2017 – June, 2018). Wellness Wednesdays, a partnership with the UCCS Wellness & Recreation Center, continued to attract a large number of students (122 UCCS students between August 2017 – June 2018). UCCS students from a range of departments also engaged with our Chit Chat events, featuring UCCS faculty speaking on a range of topics. We launched a collaborative guest speaker series for UCCS students and community, the Visiting Artists and Critics Series, which saw significant attendance from UCCS Visual & Performing Arts (VAPA) courses. GOCA secured our second ever endowed fund with a major gift from the Burgess family. Finally, we wrapped a touring exhibition of Senga Nengudi’s art that GOCA independently produced and toured in collaboration with the Museum of Contemporary Art, Denver – it closed in Los Angeles April 2018 after stops in Seattle (Henry Art Gallery, University of Washington), New Orleans (Contemporary Art Center), Chicago (DePauw University Museum), and University of Southern California’s Fisher Museum of Art.

KEY HIGHLIGHTS

KEY PERFORMANCE INDICATORS

• Closed campus gallery and opened Ent Center for the Arts Marie Walsh Sharpe Gallery and outdoor sculpture garden.

• Opening exhibition opening at GOCA brought nearly 5,000 attendees in first two months of 2018.

• Traveling exhibition produced at GOCA in collaboration with the Museum of Contemporary Art in Denver closed after 3 years and showed in five states.

• Class visits increase with engagement across the campus and community growing as well at both the campus and downtown locations.

• Chit Chat, Art & Wine, Visiting Artists & Critics Lecture series along with in gallery class visits engage high numbers of audience from UCCS and community.

• Nearly 5,000 attended first two months of Floyd D. Tunson: Janus – opening exhibition.

• 364 UCCS students attended with their faculty for class visits (August 2017-May 2018).

• Major media attention for GOCA exhibits at both galleries, plus public sculpture program at Ent Center.

• GOCA concludes successful traveling exhibition, garnering high critical acclaim as well as revenues of $10,000.

• $20,000 pledged for GOCA’s second ever endowment, the Burgess Emerging Artists Fund.

PROPOSED 2018 – 19 PRIORITIES • Determine and work towards a sustainable staffing structure for GOCA in partnership with UCCS Presents.

• Increase engagement with UCCS students and faculty across UCCS, including working with Visual and Performing Arts (VAPA) to transition the downtown gallery to a “learning laboratory” over next two years (50/50 split of the space starting in 2019).

• Create additional positions for UCCS student representation on the GOCA Advisory Board to increase connection and engagement across UCCS (currently there is one position – SGA senator for VAPA).

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2017 2018

IMPACT REPORT

Division of Student Success

Housing Operations MISSION: To provide our students with a positive residential environment conducive to learning and personal growth, including a commitment to the maintenance and operation of the physical facilities of all student residential areas.

Executive Director: Megan Bell, PhD Director: Ralph Giese

2017 – 2018 EXECUTIVE SUMMARY

The Housing Operations unit had a successful year overall. We navigated the redistribution of the office responsibilities while maintaining all services to residents. Most of the fiscal year the unit was one or two employees short. In some respects, this made the definition of duties easier and we were able to better redefine open positions to address the needs of the unit. Despite being short on staff, the director and associate director maintained all commitments to campus service which include participation in university committees (ADA Task Force, Campus Coordinated Response Team (CCRT), OneCard, Cross-Functional Action Team (CFAT), and Colorado Springs Rising Professionals), participation or chairing on searches, acting as diversity champions on searches, teaching in Mountain Lion Week in GPS courses. We continued to support and train Dean of Students and Student Response Team staff in use of the housing software package. The unit met all financial obligations and budgeted goals.

KEY HIGHLIGHTS

Specialist and the Customer Service Specialist.

Redefined the Program Assistant II position to become the new Office Coordinator which will provide redundancy in the two specialist positions.

• Further defined Housing Operations structure that included elevating Assistant Director to Associate Director, established the Housing Occupancy

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT • Develop outreach to residents in conjunction with renewal process for selecting housing off campus.

• Evaluate organizational needs, evaluate all housing operations processes, improve existing processes, and implement new processes that will result in better efficiencies and resident satisfaction.

Finish configuration and implementation of departmental software (StarRez). Learning all capabilities on how we can make access and reporting easier for staff.

In conjunction with Facilities Services, complete configuration of maintenance tracking and management software to make submitting and processing maintenance work orders and report generating smoother and easier for students and staff.

Analyze staffing to create redundancy and cross training for Office Coordinator (new position), Occupancy Specialist and Customer Service Specialist. This redundancy will allow anyone to step in the specialist positions with ease and no loss of efficiencies.

Meet revenue targets and remain within projected budget.

Market and increase summer occupancy.

• Improve formal assessment efforts to: Complete Student Success Program Review self-study process.

Analyze and use data from national benchmarking survey tool from Spring 2018, in comparison to previous years, to learn how living on campus affects the lives of residents and gather feedback on facilities, dining, and services offered in the housing villages.

• Village improvements included: Summit Laundry renovation ($20,000 paid for by the contacted company), Summit Bridge renovation, Academic Commons conversion, Crestone Lounge conversion back to resident space.

KEY PERFORMANCE INDICATORS

• Housing Occupancy 2017-2018: Fall 2017 started with an overall occupancy of 95% (end of term 94%).

Spring 2018 started with an 87% occupancy, we lost 197 total students, received 73 new applications leave 124 net loss (some reasons: financial-17, petitions-23, transfers-72, RA end of employment-7, graduation-6, unknown-61).

• Satisfaction survey indicated two major areas that Housing Ops is doing well, Front Desk Services had a 77% approval rating processing over 20,000 packages, not including paper mail and Room Assignments received a 71% approval rating.

• Maintenance Team processed 1,693 work orders for the academic year (08/2017 – 07/2018), most were completed either same day or within 24 working hours. On-call maintenance completed 84 call back situations to attend to resident comfort or safety issues.

PROPOSED 2018 – 19 PRIORITIES

• Implement Off-Campus Housing program and resident education.

• Research and select a software program for implementation of Spring 2019.

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2017 2018

IMPACT REPORT

Division of Student Success

Intercollegiate Athletics MISSION: To build an exceptional athletic program fully aligned with the mission and values of UCCS, the RMAC and NCAA. UCCS Athletic teams will compete for championships at the conference and national level, while maintaining high academic standards. We will accomplish this by holding the highest standard of academic and athletic integrity, setting out to developing student athletes into well rounded leaders. Our mission is to change the lives of UCCS Student Athletes through academic and athletic excellence.

Executive Director: Nathan Gibson

2017 – 2018 EXECUTIVE SUMMARY

The UCCS Athletic Department experienced a banner year in 2017-2018. The year was highlighted by outstanding athletic, academic, community service and leadership development accomplishments. Athletic accomplishments included winning 3 conference championships (Women’s Soccer, Women’s Track/Field and Women’s Golf) as well as having 8 teams represent UCCS in NCAA National Championship events. The athletic department had the highest finish in history in the RMAC All-Sports Competition and NCAA National Learfield Cup. Academically, UCCS student athletes completed their 14th consecutive year of a 3.0+ GPA. UCCS student athletes were also nationally recognized for community service and leadership development efforts.

KEY HIGHLIGHTS

KEY PERFORMANCE INDICATORS

• UCCS Athletics won conference championships in Women’s Soccer, Women’s Indoor Track & Field and Women’s Golf. All of these were the first in school history for these programs.

• The UCCS Women’s Soccer program made a historic run through the NCAA National Tournament, advancing to the Final Four.

• Mountain Lion Park, home of the UCCS Baseball program, opened in February.

• Derrick White, former UCCS Basketball student athlete, was drafted in the first round of the NBA Draft by the San Antonio Spurs.

• Zach Hall, former UCCS Baseball student athlete, was drafted to play professional baseball for the Colorado Rockies.

• Skylyn Webb won the NCAA National Championship in the 800M run and then represented UCCS at US Olympic Trials. This was the first individual National Championship won by a UCCS Women’s Track & Field athlete.

• 3.26 Athletic Department GPA for the 2017-2018 academic year.

• 92.5% student athlete retention rate, the highest rate of any student group at UCCS. • 80% Student Athlete Academic Success Rate (ASR).

• 797.5 points accumulated in the RMAC All-Sports Competition, the most points scored in school history and 3rd highest in the RMAC. • 32nd place finish in the NCAA National Learfield Cup standings, the highest finish in school history.

• 20 UCCS student athletes were named AllAmericans.

• 87 student athletes completed LeaderU, a leadership development course focused on building exceptional teams, trust, conquering conflict, attaining commitment, embracing responsibility, and leaving a legacy.

• 4,250+ community service hours performed by student athletes, ranking UCCS Athletics #11 in all NCAA Division II. 22

2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

PROPOSED 2018 – 19 PRIORITIES

UCCS Athletics will maintain an ASR above NCAA average.

• Leadership Development: UCCS Athletics will maintain a commitment to LeaderU and their leadership development process.

UCCS Athletics will remain committed to NCAA and Student Athlete Advisory Committee initiatives for leadership development.

• Community Service: UCCS Athletics will be a leader in the Colorado Springs community by pursuing and strengthening partnerships for community service for student athletes.

• Athletic Excellence: UCCS Athletics teams will compete for RMAC Championships.

UCCS Athletics will win the RMAC All-Sports Cup. UCCS Athletic teams will represent UCCS in NCAA Championship events.

UCCS Athletics will place in the Top 50 in the Division II Learfield Cup. • Academic Achievement: UCCS Athletics will maintain a Department GPA of 3.0 or better.

UCCS Athletics will maintain a retention rate higher than the student body.

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2017 2018

IMPACT REPORT

Division of Student Success

International Affairs MISSION: The International Affairs Office leads, coordinates, and supports comprehensive campus internationalization with the ultimate goal to prepare globally competent graduates.

Director: Mandy Hansen, EdD

2017 – 2018 EXECUTIVE SUMMARY

The 2017-2018 academic year was a period of solidifying activities and the core student services for the office.

The International Affairs Office was reorganized August 2017 and incorporated within the Student Success Division. The Director is a direct report to the Vice Chancellor for Student Success which elevated the office profile as previous reporting was at a lower leadership level. It was the first academic year in a three year period that the office had the key positions of Director of International Affairs, Senior Education Abroad Advisor and Senior International Student Advisor filled. The office also incorporated all core international student and scholar advising functions and Federal Immigration reporting this past academic year as a result of the final transitioning of current international student services from Enrollment Services. More students were served by the office than any other in the past three years with the utmost of attention due to international education expertise and staffing.

KEY HIGHLIGHTS

KEY PERFORMANCE INDICATORS

• UCCS international students contributed $8.6 million to the local Colorado Springs economy.

• First year that the office was staffed with a fulltime education abroad advisor and full-time international student advisor.

• Six faculty/staff directed programs were supported by the office.

• First-ever risk management pre-departure meetings for faculty/staff-directed trips (information on emergency response, InternationalSOS, insurance, responsibilities, and tips for leaders.

• Positive feedback from students on advising: 87.5% were assisted in a timely manner and 91.6% felt their advisor understood their concerns.

• 178 students participated in an education abroad experience in 2017-2018 in 24 different countries (a 123% increase from just 3 years ago).

• 243 international students were hosted and received services from the office. In addition, staff provided services for an additional 65 international student graduates/alumni on their practical training Federal immigration paperwork.

• The Global Engagement Office (International Affairs) accommodated 1,188 individual appointments.

• 18 visiting scholars were hosted in 2017/2018.

PROPOSED 2018 – 19 PRIORITIES • Exploration of funding for education abroad opportunities for UCCS students.

• Establishment of a global focused living and learning community.

• Further collaboration with local community organizations to advance internationalization.

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

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2017 2018

IMPACT REPORT

Division of Student Success

Mental Health Services MISSION: Mental Health Services supports UCCS students in addressing the mental health related challenges that get in the way of their academic performance.

The mission of the UCCS Wellness Center is to provide mental health services, health services, nutritional guidance, and educational programming that are collaborative, accessible and meet the needs of a diverse student population.

Executive Director: Stephanie Hanenberg Director: Benek Altayli, PsyD

2017 – 2018 EXECUTIVE SUMMARY

Most of the challenges faced have been due to the staffing levels not being able to meet the ever-increasing demand for mental health services and the severity/urgency of the cases that we see. Accordingly, a lot of the highlights are directly related to our efforts to improve the service volume and diversify the service format to be able to make the services more accessible for our students. Students have reported extremely high satisfaction with the services provided and a direct connection between mental health services received and their ability to stay in school.

KEY HIGHLIGHTS

• We have successfully partnered with the Dean of Students and the Office of Institutional Equity (OIE) to make use of a federal grant from the Office of Violence Against Women, to be able to provide free trauma treatment for those impacted from sexual violence related traumas. Additionally, we successfully partnered with the Office of Veteran and Military Student Affairs to be able to provide free services for seven visits to active duty or veteran students, with a grant from Anschutz Foundation.

• We are in the process of launching a campus-wide psychoeducational program called “Learning Preparedness for Academic Excellence.” Through this project, we aim to provide knowledge, campus-specific information, and skills to (initially) faculty and staff on non-academic issues. These issues will be those that have direct implications on retention and academic success, while directly addressing student support and wellbeing.

• We have 9 groups to be able to serve a higher number of students with efficient, developmentally relevant services that follow standards of care recommendations.

• We are adding a veteran specific Gateway Guide this year, who will address the specific and unique adjustment challenges of the veteran students during their first year in UCCS. • In addition to providing outstanding clinical services, we wanted to fill our vacant clinician positions with individuals who are prepared to be able to provide psychoeducational outreach, psychological assessments, and be able to contribute to the growing diversity focus we have been establishing for our services. After two failed searches, we are finally in the process of hiring two well-qualified individuals.

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

KEY PERFORMANCE INDICATORS

PROPOSED 2018 – 19 PRIORITIES

• Data pertaining to the services: Demand and service volumes as evidenced by (1) increase in the number of sessions- up 28.5%, (2) increase in the number of students served- up 14.5%, and (3) the average number of sessions per student- average 9 sessions per student.

• Results of anonymous monthly satisfaction survey, which provides both quantitative and qualitative data on the service quality and the identified benefits of our services in terms of retention and general wellbeing of our students- 94% of students utilizing Wellness Center services say those services has directly impacted their ability to stay in school.

• Fill vacant clinician positions to help manage the growing demand for mental health services.

• Modify and reestablish psychological and neuropsychological assessment service and training program to help students achieve optimal academic success.

• Continue to work on the campus-wide Preparedness for Academic Success project to educate campus and provide skills to help manage issues that can be handled without a referral to mental health services, know what issues should be referred for services, and start working on more proactive approaches to working with students that are struggling.

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2017 2018

IMPACT REPORT

Division of Student Success

Multicultural Office for Student Access, Inclusiveness & Community (MOSAIC) MISSION: To support and create opportunities that assist all UCCS students in developing a sense of community and place on campus, with an emphasis on supporting and advocating for students from underrepresented communities.

MOSAIC strives to create a safe place that encourages and nurtures connections and engagement across social identities, cultures, international status, experiences, gender identities and sexual orientations.

Director: Anthony Cordova

2017 – 2018 EXECUTIVE SUMMARY

Multicultural Office for Student Access, Inclusiveness and Community (MOSAIC) had a very productive and development-focused year. There is a clear need for an increase in identity-focused programming on campus, and MOSAIC is not able to carry the burden alone. We spent this year building relationships and successfully hosted several events in partnership with various campus departments to help meet this need.

We have also been able to improve the quality of our events this past year due to partnerships and resource sharing. Feedback from partners and stakeholders indicate that MOSAIC is more visible than ever and that our work has contributed greatly to working toward a more inclusive campus climate. We are in the middle of the Student Success Department Program Review and Strategic Plan process and are looking forward to creating a strategic plan during the Fall 2018 term. Having a strategic plan will allow us to better assess our programs and overall campus impact.

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

KEY HIGHLIGHTS

of sign-ins. Does not account for connections made with students outside of the office. Also, we currently do not have the capacity to staff the office 100% of the time so there are many students that do not sign in): 2013/2014 – 4,352 2014/2015 – 3,795 2015/2016 – 1,554 (Asian Pacific Islander Student Union (APISU)/Black Student Union (BSU) outgrew MOSAIC space and had to use a different location) 2016/2017 – 2,102 2017/2018 – 3,261

• MOSAIC piloted support programs and resources for undocumented students.

• MOSAIC continues to support 13 cultural/identity based student organizations.

• The LGBT+ Resource Center at MOSAIC led UCCS’ participation in the National Campus Pride Index. UCCS achieved 4.5/5 for LGBT+ student support and inclusion.

• LGBT+ Resource Center at MOSAIC built partnerships with local nonprofits to host a southern Colorado regional summit for LGBT+ students, educators, and allies.

• MOSAIC partnership with CU Anschutz Medical Campus to provide UCCS students from underserved backgrounds mentorship on their path to medical school is thriving.

PROPOSED 2018 – 19 PRIORITIES

• Complete department strategic plan.

• Formally incorporate learning outcomes into MOSAIC programs.

• Use stakeholder feedback to inform new mission and vision statements for the department.

• Enhance partnerships with faculty, and seek opportunities to complement the academic mission of the campus.

• Explore formal tracking processes to demonstrate MOSAIC’s impact in student learning and ultimate success.

• Create formal/documented training processes and learning outcomes for student staff.

KEY PERFORMANCE INDICATORS

• Program Growth (Includes: Events, SafeZone Programs, and Diversity Workshops): 2013/2014: hosted 26 programs / 355 attendees 2014/2015: hosted 41 programs / 1,942 attendees 2015/2016: hosted 72 programs / 2,550 attendees 2016/2017: hosted 79 programs / 2,919 attendees 2017/2018: hosted 90 programs / 3,340 attendees • MOSAIC Space Usage (This represents the number 29

2017 2018

IMPACT REPORT

Division of Student Success

Office of Dean of Students MISSION: The Office of the Dean of Students maintains and administers the University Student Code of Conduct, serves as a student advocate, provides assistance to students in crisis, and supports students by directing services and programs that enhance students’ education and provide life-enriching experiences.

Dean of Students: Steve Linhart

2017 – 2018 EXECUTIVE SUMMARY

This past academic year was a time of growth and change for our office. We experienced growth in Student Response Team (SRT) contacts, and overall student outreach, while maintaining high numbers for student conduct. The office expanded in to the former Career Center area allowing increased work space area and the ability to keep all of our student employees in our shared space. We also solidified relationships with Office of Institutional Equity (OIE) by adding a permanent shared professional position. Our programming efforts increased dramatically in the areas of alcohol and drug awareness and relationship violence. At the end of the academic year, the Assistant Dean of Students, will be transitioning into the Title IX Coordinator role. We plan on adding a new Case Manager to begin in Fall 2018, in addition to replacing our Assistant Dean of Students position.

KEY HIGHLIGHTS

• Social media campaign hosted in the Spring 2018 semester had a large reach: 6,800 video views, 26,000 impressions and 316 shares on Facebook, 251 retweets on Twitter and 507 ‘likes’ on Instagram.

• Mountain Lion Week trained 2,065 students in 55 sections of Gateway Program Seminars (GPS).

• Continued increase in Student Response Team contacts, consistent with increases seen throughout the CU system.

• Conclusion of the Persistent Drunk Driving campaign. This will become #SmartMoveUCCS Campaign.

• Made changes to the Student Conduct process to align better with Residence Life and the DOS Office.

• Took sole responsibility for the Office of Violence Against Women grant which will conclude in September 2018.

• Formed a more collaborative relationship between the DOS Office and OIE.

PROPOSED 2018 – 19 PRIORITIES

• Collaborate with the Office of Institution Equity during and following their upcoming transition to include: enhanced collaboration/communication with investigations, and partnering with University and community resources to enhance training, response and resolution in Title IX matters (to include Housing, Dept. of Public Safety, Legal, Finding Our Voices, Pikes Peak Sexual Assault Coalition).

• Establish clear and defined functional areas within the Dean of Students Office, i.e. Student Conduct, Response Team, Programming.

• Develop and incorporate an on-going assessment plan for student conduct and prevention education to ensure effective outreach and support.

KEY PERFORMANCE INDICATORS

• Total SRT Contacts – 573 (2016-2017 was 534).

• Conduct cases – 39 (2016-2017 was 65 – we saw an increase in complexity and OIE cases).

• PROGRAMMING: Total # of events: 77 Total # of students reached: 8,885 30

2017 2018

IMPACT REPORT

Division of Student Success

Office of Veteran and Military Student Affairs MISSION: To provide transition assistance in the form of financial, social, and academic support for all veteran and military service members and their families.

We take pride in assisting our veterans and family members during their transition into college life, and career success beyond.

Executive Director: Brad Bayer Program Director: Phillip Morris, PhD

2017 – 2018 EXECUTIVE SUMMARY

In FY17/18, the OVMSA continued to enhance utilization of the McCord Herbst Student Veteran Center, with increased numbers of students using benefits and utilizing the lounge and other services. The Student Veterans Organization (SVO) was active and attended the Student Veteran Association National Conference.

The Military and Veterans Pathway to Success (MVPS) grant was completed in partnership with Pikes Peak Community College, with encouraging outcomes. Attendance at National Association of Student Personnel Administrators (NASPA), Western Association of Veteran Education Specialists (WAVES), Council of College and Military Educators (CCME) and local veteran related conferences and retreats led to impactful professional development. Outreach was successful with Veterans Week events and other programs throughout the year.

The new Student Information System (SIS) veteran module implementation was very successful due to the hard work of Jennifer Phillips and Allison Noel, who were recognized by the university system.

KEY HIGHLIGHTS

• 3,246 visits to the McChord Herbst Student Veteran Center (Fall 2017).

• 750 visits to the Fort Carson office.

• 24 official OVMSA student activities events, with 738 attendees (additional 20 events in partnership with outside organizations in our center).

• PAVE: 8 Peer Advisors trained; 276 Student veterans participating; 1,613 Peer Advisor outreach attempts; Face-to-face interactions 47.

• 88% of military-connected students agree that UCCS makes a great effort to help its student veterans transition and be successful (per our annual feedback/satisfaction survey).

• $35,000 Walmart Grant to allow expansion of the Boots to Suits program over the coming years.

• 8 Boots to Suits graduates for the 2017-18 cohort.

• Implementation of new People Soft Veteran Module – increasing ease of access, information security, and accountability for military affiliated students in the benefits request process.

• Expansion of McCord Herbst Student Veteran Center.

• Initiated a grant-funded Human Development Certificate program (14 CH) in partnership with Clancy Herbst and College of Education. Program aims to increase active duty service member enrollment.

PROPOSED 2018 – 19 PRIORITIES

• Receive excellent rating for VA compliance survey (scheduled for Fall 2018).

• Build 5 year strategic plan, including unit goals, an assessment model and outcomes aligned with division.

• Continue building wellness programming in partnership with Rec and Wellness services on campus.

KEY PERFORMANCE INDICATORS

• 2,156 Military affiliated enrollment (Fall 2017).

• $7 million in tuition revenue from military connected students (Fall 2017).

• 84% retention rate for first time GI Bill users (per GI Bill Comparison Tool).

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2017 2018

IMPACT REPORT

Division of Student Success

Residence Life MISSION: To provide our students with a positive residential environment conducive to learning and personal growth, including a commitment to the maintenance and operation of the physical facilities of all student residential areas.

Executive Director: Megan Bell, PhD Director: Molly Kinne

2017 – 2018 EXECUTIVE SUMMARY

Residence Life’s overall purpose this year was to ensure we are meeting students’ needs by fulfilling the goals and outcomes defined in our residential curriculum. Our educational priority states: Our community members will be independent citizens exploring healthy, life-enriching opportunities in a supportive and respectful living environment. We focused on four learning goals (Individuality, Growth, Citizenship, and Belonging) by providing our staff with intentional strategies to help their residents.

KEY HIGHLIGHTS

KEY PERFORMANCE INDICATORS

• Implemented two academic commons in our residential spaces; a new Graduate Assistant ensures that these spaces provide dedicated study spaces and academic programming for students living on campus.

• Created a separate job description for Resident Assistants (RAs) who serve on theme floors and Living Learning Communities (LLCs). This focused on re-evaluating the RA responsibilities to allow time for theme / LLC floors to devote efforts geared towards their specific theme or LLC. New LLCs for this year include Education and Criminal Justice.

• Implemented a new RA selection process that incorporated elements of ways to assess emotional intelligence and better relates to our curriculum.

• Implemented a Summer RA program and hired four students to serve as Summer RAs for the first time.

• Worked with Auxiliary Accounting/Budget to allow Residence Hall Managers to have a budget for staff development.

• Successful first year of having Gender Inclusive Housing in first year villages.

• 441 students took our satisfaction survey, up from 389 in 2017 and 375 in 2016.

• 75% of students reported they felt their RA made an effort to get to know them.

• 72% of students reported they felt living on campus helped them develop independent healthy living lifestyles.

• Resident Assistants planned over 800 community builders (floor dinners or attending campus events etc.).

• 188 housing students were referred the Student Response Team for the 2017-2018 year.

• 180 housing students were referred for code of conduct violations for Fall 2017. 148 violations were related to alcohol/drugs.

• Over 50 students who earned a 3.2 GPA or higher for Fall 2017, attended the Academic Excellence reception at the ENT Center featuring our 2018 significant speaker, Diane Guerrero.

PROPOSED 2018 – 19 PRIORITIES

• Implement a separate curriculum for Learning Communities and Theme Floors.

• Create additional lesson plans and materials related to floor themes.

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT • Provide resources for RAs to collaborate with campus/department partners.

• Involve campus departments / partners in the interview process for theme floor / LC RAs. • Collaborate with Housing Operations on their

internal communications plan.

• Participate in the Division of Student Success assessment review process.

• Implement Academic Commons programming and tracking/assessment.

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2017 2018

IMPACT REPORT

Division of Student Success

Student Health Services MISSION: To provide mental health services, health services, nutritional guidance, and educational programming that are collaborative, accessible and meet the needs of a diverse student population.

Executive Director: Stephanie Hanenberg Director: Vicki Schober, MD

2017 – 2018 EXECUTIVE SUMMARY

Health Services provides acute and complex health care services to our diverse student population. Our integrative model and collaboration between mental health, health services, nutrition and the recreation center is unique and students thrive in this model. Quick access to affordable health care services, lab tests, and medications has helped students recover from illness faster and get back to class, work and athletics quickly. We also provide crucial immunization compliance tracking for the university, which is time intensive and can divert resources from our other services. Vaccines and preventative health services that we provide prevent campus wide infectious disease outbreaks. Our high quality patient care and wellness education efforts empower students to succeed at UCCS and beyond.

KEY HIGHLIGHTS

UCCS students, faculty and staff.

• Rolled out online appointment scheduling.

• Health services provided a clinical education site for 5 UCCS nurse practitioner students, 2 medical assistant externs, and 3 dietitian students.

• Supervised 2 graduate athletic trainers for UCCS Club Sports Programs and medical providers completed 164 pre-participation sports physicals.

• UCCS Health Services provides access to affordable health care to students, many of whom may have dropped out without our services per anonymous surveys. 4,774 total clinic visits!

• Health services improves student’s financial wellness – costs would be much higher to student if they went to urgent care or emergency department.

• Collaborate with community organizations and other campuses (Colorado Springs Branch (CSB) medical students, Colorado student health directors including USAFA, Lane Center, Southern Colorado AIDS Project (SCAP), tobacco-free alliance, El Paso County Medical Society…etc.).

• Administered approximately 200 vaccines to

KEY PERFORMANCE INDICATORS

• 9.5% increase in total office visits, 15.5% increase in number of unique students served.

• 88% of students who used Wellness Center services stayed in school and/or graduated.

• Demands for services continue to increase, but staffing for health services has not increased due to budget restrictions.

• Satisfaction surveys results and comments for care received are consistently high – (eg. “Literally saved my degree.”) >90% of students surveyed in the past year reported that our services have contributed to their retention.

• Provided over 380 Physical exams for PreEmployment, Reserve Officers’ Training Corps (ROTC), travel abroad and preventative general health exams.

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

PROPOSED 2018 – 19 PRIORITIES

pharmacy for prevention of campus infectious disease outbreaks to include more types of vaccinations given on campus.

• Increase number of Nurse Practitioner (NP) students placed at Wellness Center for clinical education and will provide practicum experience for a psychiatric NP student. Will become a clinical site for the new athletic training program through Health Sciences.

• Collaborate across campus with stakeholders in improving wellness for staff and faculty to prevent burnout and loss of staff and faculty.

• Provide direct lab testing events for Sexually Transmitted Infection (STI) testing to students to further reduce barriers to testing.

• Hiring a Licensed Practical Nurse (LPN) to assist in managing direct lab testing and assist with immunization compliance tracking. Nurse will also improve flow and efficiency of the clinic allowing us to increase available appointments with medical providers and can chaperon sensitive medical exams.

• Collaborate with health department and local

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2017 2018

IMPACT REPORT

Division of Student Success

Student Life MISSION: Student Life fosters a sense of belonging by engaging and connecting all students through learning, leadership, and exploration to develop active, global citizens.

Executive Director: Brad Bayer Director: Sabrina Weinholtz Director: Stephen Cucchiara

2017 – 2018 EXECUTIVE SUMMARY

In FY18, the Department of Student Life (SL) advanced the high quality and quantity of its programs, processes, policies, operations, and collaborations, while continuing to demonstrate the positive impacts of robust cocurricular involvement on the retention and success of UCCS students. As evidenced by key highlights and performance indicators, Student Life consistently delivered on the goals and action items outlined in its strategic plan. Looking ahead, the department will remain focused on furthering the evolution of the importance of student engagement on overall student success. Additionally, Student Life will offer agility and flexibility when aligning departmental objectives with the recently adopted Student Success Strategic Plan, the future UCCS Strategic Plan, and emerging campus priorities.

KEY HIGHLIGHTS

• The Student Government Association (SGA) Election Policy was amended to include an Infraction Tribunal; provides an open and transparent way to address alleged impropriety of candidates during the election • SGA Constitution was amended to include two new Senator positions, the Senator of Military Affairs and the Senator of the Arts, bringing the total SGA Senators to 19.

• Revised and updated the UCCS Student Code of Conduct to include language specific to student organizations; revamped the Club & Org Conduct Procedures to align with the newly revised Student Code of Conduct and to keep pace with a fast growing, engaged co-curricular program; retooled the Sorority and Fraternity Life Standards to align with policy changes; initiated a new Student Club Agreement to be signed by all registered and active UCCS clubs and organizations.

• Based on strategic feedback and national best practices, Student Life adopted the Social Change Student Leadership Model, which has been widely incorporated on may other campuses.

• Mountain Lion Leadership Council created, adopted, and promoted the new UCCS Creed, a code of ethics by and for students; new UCCS Creed video to be rolled out in Fall 2018

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

KEY PERFORMANCE INDICATORS

• 18,880 student I.D.s swiped at Student Life sponsored events (new record).

• 18% higher retention rates for freshmen who participate in student clubs and events than for those that do not participate in either student clubs or event.

• 206 active clubs & Organizations (56% increase from 2008).

• 5,810 members of student clubs & organizations.

• 2,471 club events.

• 3.0 - Sorority and Fraternity combined GPA. • 54% of SGA members & 36% Student Life student employees were ethnically diverse.

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PROPOSED 2018 – 19 PRIORITIES

• Further enfold the promotion of a positive and ethical campus culture through phase two implementation of the UCCS Creed to include but not limited to the

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implementation of a student-created UCCS Creed video.

Successfully advance the rebranding communication roll-out and integration of Student Life across the UCCS campus.

Conduct a broad inventory/scan of existing traditional events sponsored by Student Life and determine alignment with the newly adopted Social Change Leadership Model and divisional goals.

Based on student affairs best practices, campus ecology theory, and the importance of building positive synergy and community, complete a needs assessment related to the optimal physical space necessary to support a thriving and expanding student life function that includes centrally locating all primary components of the department into one unified location.

Student Life department student learning outcomes with the newly adopted Student Success divisional student learning outcomes.

2017 2018

IMPACT REPORT

Division of Student Success

Sustainability, Wellness, & Learning MISSION: Sustainability, Wellness & Learning (SWELL) at UCCS is a collaborative living, learning, laboratory with the goal to further wellness and sustainability education through food literacy. This partnership, which supports the Compass Curriculum, between the Office of Sustainability, academic departments such as Health Sciences, the UCCS Farm, UCCS Dining and Hospitality, and Campus Recreation and Wellness, seeks to provide excellent experiential programs and opportunities for student success.

Executive Director: Robin Margolin Healthy Campus Nutritionist: Nanna Meyer, PhD

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

2017 – 2018 EXECUTIVE SUMMARY

SWELL engaged 50 regular undergraduates in food literacy, with Food Next Door (FND,20), the Flying Carrot (FC,5), Grain School (15), Foodshed Forum (5), and UCCS’s Cookbook (5). Throughout the year, around 1,000 hours of service learning were collected for SWELL from Health Sciences courses. Several students engaged in research: graduate projects (3), independent study in farm-to-institution (1), and honor’s thesis in grain (1), with some being published. SWELL’s grant-related work in food literacy engaged graduate assistants (FC) with 20 weekly hours of direct faculty-student interactions through FC and roughly 1,300 hours of unique one-on-one student food literacy experiences. SWELL collaborations, also across departments (e.g. College of Business and the Bachelor of Innovation Program), contributed significantly to student success. For example, one graduate student in SWELL was awarded a PhD position at Washington State University, while others successfully graduated with Summa Cum Laude, competitive internship matching or job placement in dietetics. SWELL presented at several national conferences, completed grants, and secured future funding.

KEY HIGHLIGHTS

• Cookbook funding awarded in Fall 2017.

• 3rd Annual Grain School attended with record numbers (150 with faculty). UCCS is now on the International grain map!

• Foodshed Forum launched at UCCS, establishing leadership in local and regional food systems’ capacity building.

• Successful collaborations with College of Business and Bachelors of Innovation (BI) programs in transdisciplinary work related to grain.

• Research in Farm to institution, highlighting Food Next Door as a unique student experience, is in publishing stages.

KEY PERFORMANCE INDICATORS

• 1,300 students impacted by SWELL (undergraduate, graduate), including freshmen eating at Food Next Door.

• 50 regular nutrition volunteers in Food Next Door, Flying Carrot, Grain School, Foodshed Forum, and Cookbook work.

• 1,000 hours of service learning from Health Sciences courses.

• 2 additional grants funded on grain, 2 National conference presentations and 2 publications in preparation.

• A new SWELL website with future option to monitor hits through Google.

• Increase the visibility of innovative, local, and regional food initiatives (e.g., the UCCS Artisan Sourdough Loaf) for greater Food Next Door presence and impact on freshmen.

• Continue to present, publish, and obtain grant funding for various areas in SWELL. • Continue to build Grain School, Grain School Public Forum and Foodshed forum and tie academics and research to SWELL. • Collect data on student volunteer and service learning hours and Food Next Door “eaters” and the impact on them in this unique food literacy setting.

PROPOSED 2018 – 19 PRIORITIES

• Develop SWELL goals using current collaborators and engage further with potential on-campus partners to define roles and objectives that align with the University’s mission and strategic plan.

• Complete SWELL website, YouTube Channel, and launch Blog with food literacy presence and resources online. Establish monitoring through Google.

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2017 2018

IMPACT REPORT

Division of Student Success

THEATREWORKS MISSION: THEATREWORKS is a professional, regional theatre company dedicated to creating challenging and innovative productions of classic and contemporary theatre for the enjoyment, education and stimulation of our community, including the Pikes Peak Region, the University of Colorado, and, on occasion the larger world.

Executive Director: Drew Martorella Director: Caitlin Lowans

2017 – 2018 EXECUTIVE SUMMARY

In the past year, we have moved to a new building and venue; hired an Artistic Producer; and filled the creative void left by the passing of Murray Ross with the hiring of Caitlin Lowans. We are coming out of a transitional period and will start the beginning of our next chapter on August 1st. We had a very successful run of Oklahoma! to christen our new home and that momentum continued with Amadeus. Our next season has an exciting lineup with Shakespeare, a Greek comedy, an American classic play, a new work, and a cult classic musical. We look forward to our first full season at the Ent Center for the Arts, and our first season with a new Artistic Director.

KEY HIGHLIGHTS

• Received two Henry Award nominations for “Amadeus”.

• Hired Lynne Hastings as Artistic Producer.

• Moved in to the new Dusty Loo Bon Vivant Theatre at the Ent Center for the Arts.

• Produced our first musical, Oklahoma!, since the 2005-2006 season.

KEY PERFORMANCE INDICATORS

• Sold over 98% of seats available for Oklahoma!

• 2017-2018 subscriptions were 11% over our goal.

PROPOSED 2018 – 19 PRIORITIES

• Increase learning opportunities for Visual and Performing Arts (VAPA) students through: Work with UCCS Visual & Performing Arts (VAPA) to create a formal internship program.

Create and implement with Max Schulman a structured process for dramaturgical needs to be met by student dramaturges.

Work with VAPA to create a formal Understudy program.

• Begin to implement a knowledge sharing program for UCCS Presents.

• Strengthen connections between the wider university community and THEATREWORKS through creation of production-specific “Advisory Councils” inviting staff, faculty members, and students beyond VAPA to share their expertise on issues important to the university community.

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2017 2018

IMPACT REPORT

Division of Student Success

UCCS Farm MISSION: To provide a diversity of nutritious, organically-grown produce used in thoughtful ways to educate the campus community. The UCCS farm strives to demonstrate sustainable organic gardening methods and ecologically sound land stewardship, and to utilize a variety of innovative and traditional farming practices to produce delicious, nutritious organic fruits and vegetables for the UCCS community.

Executive Director: Robin Margolin Farm Manager: Kelly Jennings

2017 – 2018 EXECUTIVE SUMMARY

2018 proved to be a year of maturity for the farm. The farm has been establishing itself for the last four years, and this year was able to take a turn towards being a sustainable program rather than just an experiment. The work inside and outside of the farm house nourishes students both physically and mentally. The farm continues to be planted with more perennials than ever. This creates continuity and structure for future growing years.

KEY HIGHLIGHTS

KEY PERFORMANCE INDICATORS

• Added two bee hives to help pollinate farm and provide learning opportunities for students.

• Trialed 11 new varieties of Tomatoes, growing a total of 34 different Heirloom and Hybrid Varieties.

• Received two grants valued over $40,000 for building a pergola, essential oil distillation, a shredder project to save the campus money, and other farm improvements sponsored by the Green Action Fund.

• Started a mushroom garden and planted 50 types of edible trees, shrubs, herbs and perennial flowers to attract pollinators such as bees and butterflies.

• Increased volunteers to provide experiential learning on farm techniques.

We had 67 individual volunteers and service learners. Together they contributed 908 hours of work at the farm.

• Grew over 1,833 pounds of food on the campus farm which provided more than $5,500 worth of produce to DHS and Food Next Door.

• Sold over $4,000 worth of tomatoes, peppers, and herbs at the UCCS Bookstore sale.

• Composted more than 7,000 pounds of food waste from Roaring Fork and Café 65.

PROPOSED 2018 – 19 PRIORITIES

• Work with Farm, SWELL, and Flying Carrot to expand programs in order to enhance service for student users and provide added learning opportunities.

• Utilize Registered Dietitian (RD) interns to educate and encourage eligible students to apply for Supplemental Nutrition Assistance Program (SNAP) as well as work with Live Well Colorado to accept SNAP as payment at the Farm stand.

• Create MOUs with all stakeholders to clearly define financial and physical responsibilities in and around the farm and farmhouse.

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2017 2018

IMPACT REPORT

Division of Student Success

UCCS Presents MISSION: UCCS Presents supports arts, culture, and community for the University of Colorado Colorado Springs (UCCS) and the Pikes Peak region. Its professional arts programs are the Artist Series, Galleries of Contemporary Art (GOCA), and THEATREWORKS. The University Center and Events Services provide support for these programs, as well as events across campus, while cultivating a welcoming environment for students to engage in diverse activities.

Executive Director: Drew Martorella

2017 – 2018 EXECUTIVE SUMMARY

UCCS presents provides administrative oversight and leadership to GOCA, THEATREWORKS, the Ent Center Artist Series, Ent Center Education and Outreach.

KEY HIGHLIGHTS

• Earned Revenue - 42% of total program revenue.

• Concluded opening season with no deficits in operation.

• Employ 50 student employees.

• 200 professional performances as well as community rentals.

• Opened and completed the first seasons of the Ent Center for the Arts.

• Hired a new staff to work and support the Ent Center for the Arts including Aisha AhmadPost, Don Fox, and the new artistic director of THEATREWORKS, Caitlin Lowans.

• Built new operational structure that is now known as UCCS Presents.

PROPOSED 2018 – 19 PRIORITIES

• Continue to be sustainable and engage students.

• Foster an environment for growth and resource development.

• Build collaborative community and campus partnerships.

• Build horizontal relationships and discover alignments with programs under UCCS Presents.

• Create the story of UCCS Presents as the idea and better define the relationship with the Ent Center for the Arts.

KEY PERFORMANCE INDICATORS

• 125,000 attendees across 641 events in the Spring alone.

• Over 1,000 events for 2018 - 2019 season, expecting over 200,000 attendees including over 3,000 students.

• Contributed Revenue - 33% of total program revenue.

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2017 2018

IMPACT REPORT

Division of Student Success

University Center and Event Services University Center and Event Services (UCES) provides professional support and services to UCCS students, faculty, staff, and the greater community through event coordination, facility usage, and personal development. As stewards of the University Center (UC), we strive to provide a safe, welcoming, and engaging environment through programming, educational opportunities, services, and facilities.

Executive Director: Drew Martorella Director: Chad Garland

2017 – 2018 EXECUTIVE SUMMARY

The UCES continues to expand its impact on current and potential future students through improving spaces and programming in the UC, increasing leadership opportunities through student employment, Event Services and the Conferences program supporting thousands of student focused events and recruitment initiatives this year. UCES is also a major interface between campus and the local community by offering informational services through the UC and working with community members who want to use space on campus including the Ent Center for the Arts. Change was the key theme this year as UCES was reorganized under Student Success, internally the department restructured operations, we introduced new resources to improve efficiency, and played an integral role in opening and operating the Ent Center for the Arts. UCES strives to continue providing a safe, welcoming, and engaging environment through programming, educational opportunities, services, and managing event facility space.

KEY HIGHLIGHTS

classroom experiences, on the job experience, and relate them to their future career plans.

• Created new operational business and marketing plan for the Conferences program to grow current client base, increase revenue, and expand UCCS exposure to potential future students.

• Opened Ent Center for Arts managing building and front of house operations as well as the UCCS Presents Box Office.

• Renewed focus on improving UC culture and community with new student led UC Advisory Board, sponsored several student-focused activities and programs, and planned improvements to student social and lounge spaces in the building.

• Reorganized departmental structure and added student and staff positions to support new operations in the Ent Center for the Arts and merger of Conference Services and Event Services to improve client experience and increase efficiencies in communication, fiscal management, and operations.

• Improved student employee development program to provide more leadership roles, personal and professional development activities, and dedicated mentoring/coaching with supervisors and professional staff. The goal is to assist student employees to make connections between

KEY PERFORMANCE INDICATORS

• UC Information desk has averaged 2,000 personto-person interactions monthly not counting assistance provided by phone which averages at about 100 calls per day. Random guest counts of UC public areas and lounges show that during regular building hours approximately 50 to 200 visitors at any one time are using these areas during the academic year.

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

PROPOSED 2018-19 PRIORITIES

• The UC offered/supported nine programs, including UC Premier Night, with combined attendance of over 1,300 students.

• Event Services provided various degrees of support to over 15,000 events during FY18. The Conferences program executed over 125 contracts with a total revenue of approximately $1,095,000 from July 1 to June 30. Event Services and the Conferences program supported university recruitment by providing opportunities for over 5,000 high school age youth to be exposed to UCCS. • UCCS Presents Box Office managed ticketing for over 150 events in the Ent Center for the Arts during Spring 2018, selling nearly 37,000 tickets, with ticket revenue sales over $600,000.

• Student Employee retention continues to be strong with 82% of 116 student employees returning. Of those leaving our staff, 7% were graduating, and 11% chose to resign or were unable to meet job expectations.

• Complete the integration of ongoing assessment plans for all operational areas including consistent and defined collection of key point indicators, client/ student feedback, focus groups, review and updates to department strategic plan, and expanding benchmarking beyond just EBI national survey.

• Work with Auxiliary Marketing to roll out a marketing campaign to inform and highlight changes in office staff restructure and procedures that have occurred over the past year. Includes a total review and revamp of web site and social media.

• Continue to build awareness of UC services, programming and facilities to students, staff, and faculty through additional marketing, continuing to build the programming initiative, and building collaborations across the campus with department’s investment in late night and alternative programing in the UC such as Student Life, MOSAIC, Residence Life, and the Dean of Students Office.

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2017 2018

IMPACT REPORT

Division of Student Success

Wellness Promotion Campus Recreation provides UCCS students and the campus community with diverse and innovative programs, outstanding facilities and quality educational experiences that support the development of a healthy mind, body, and spirit.

The mission of the UCCS Wellness Center is to provide mental health services, health services, nutritional guidance, and educational programming that are collaborative, accessible, and meet the needs of a diverse student population.

Executive Director: Stephanie Hanenberg Manager: Katie Gordon

2017 – 2018 EXECUTIVE SUMMARY

This year Health Promotion expanded Nutritional Services by hiring a third dietitian, creating new partnerships with the Sustainability, Wellness, and Learning (SWELL), offering two free cooking classes a month for all students, partnering with the Office of Veteran and Military Student Affairs to provide one veteran specific cooking class a month, and nutritional demonstrations throughout the semester. Wellness Promotion also helped advertise and organize academic class visits to the Recreation and Wellness Center. Lastly, Wellness Promotion continued its partnership with the Office of the Dean of Students to grow the PEAK (Promotion, Empowerment, Action, and Knowledge) Peer Education program in its first full academic year.

KEY HIGHLIGHTS

classes, Gateway Program Seminars (GPS) class visits, and large outreach programs.

• Collaborated with other programmers across campus to create a UCCS “De-Stress Before

• Received Green Action Fund (GAF) funding for nutritional programming for a second year in a row, increasing funds to $4,000 that will cover

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2017-2018 DIVISION OF STUDENT SUCCESS IMPACT REPORT

KEY PERFORMANCE INDICATORS

Finals” week that brought together many separate events into the umbrella of a unified theme during both Fall and Spring semesters.

• Attended a national peer education conference (NASPA’s BACCHUS) with two peer educators to encourage leadership within the group.

• Trained Peer Educators on alcohol and drug information, sexual assault prevention, positive body image (through The Body Project Facilitator Training), and other areas of health topics, utilizing campus experts and professionals from within the Colorado Springs community.

• Held the first female-focused weightlifting and nutritional education event entitled, “Barbells and Brunch” both Fall and Spring Semesters.

60 students attended with 93% reporting they felt more confident visiting the Recreation and Wellness Center after the event and 98% reporting the event positively impacted their view of weight lifting for women.

• Minimized no-shows at cooking classes between Fall and Spring semester, going from most classes being at half-capacity (avg. 5 students) to most classes spring semester being at full capacity.

• Had 13 peer educators throughout the program this year, during year-end assessment peer educators indicated the program met all of the learning outcomes during the year.

PROPOSED 2018 – 19 PRIORITIES

• Transitioning the Annual Health and Wellness Fair to the Fall semester.

• Partnering with the Office of the Dean of Students and the Office of Institutional Equity to incorporate PEAK Peer Education into a bystander intervention program.

• Creating programming for the Wellness Floor partnership with Residence Life.

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Published Nov 2018 Division of Student Success University of Colorado Colorado Springs