University of Vermont
Division of Student Affairs Annual Report 2012â€“2013
Cover Photo: Jordan Silverman
TABLE OF CONTENTS Division Goals 2 Advance Diversity 3 Create Community 5 Enhance Learning 7 Promote Health & Safety 9 Manage Resources 11 Department Reports 13 Academic Support Programs 14 Career Center 15 Center for Health & Wellbeing 16 Center for Students Ethics & Standards 17 Dining Services 18 Student & Community Relations 19 Residential Life 20 Student Life 21 Resource Chart 22 Our Common Ground back cover
Vice Provost For Student Affairs and Dean of Students Office
Welcome to the 14th edition of our annual report. This annual summary of the 2013-14 academic year offers important insights into the work and accomplishments of the departments that comprise the Division of Student Affairs. We have included a brief introduction that provides highlights of our past year. In addition, we offer an outline of our work categorized by our key areas of focus: Advance Diversity, Enhance Learning, Create Community, Promote Health and Safety, and Manage Resources. Each of our departments also provide data as well as a brief synopsis on their successes and achievements. As we reflect on the past year, there is much to be proud of and still much to be done. We remain committed to providing the highest quality student experience possible for this great university community and for all of the students who enter our doors.
Annie Stevens, Ph.D. Vice Provost for Student Affairs
David Nestor, Ph.D. Dean of Students
41 So. Prospect Street, Burlington, Vermont 05405-0094 Telephone: (802) 656-3380, Fax: (802) 656-3467, Web site: www.uvm.edu/~dos Equal Opportunity / Affirmative Action Employer
Published by the Dean of Students Office University of Vermont Burlington, Vermont 05405 ÂŠ2013 University of Vermont
Dean of Students Office Staff
Creating an Outstanding Student Experience
ADVANCE DIVERSITY Introduction Becoming a more diverse, multiculturally competent, and inclusive division has been a longstanding value of UVM’s Division of Student Affairs. This value has become deeply embedded in our organizational culture and our division’s identity. In 20122013, we continued to manifest this value through professional development opportunities, incorporation of our learning into our organizational practices, and engagement in major institutional diversity-related initiatives. This was also a year of reflection as we considered our future engagement with diversity and multicultural competency development, and the need to push ourselves beyond our current plateau.
Highlights • Applying Our Learning on Disability and Ableism For the first time in the 10-year history of the divisional diversity series, our division engaged in the same diversity-related topic for 2 consecutive years. This enabled us to explore the dynamics of disability and ableism in much greater depth. Topics included an exploration of non-apparent disabilities, the intersection of disability with other identities,
and the dynamics of power and privilege. With the continuation of the topic, many staff reported possessing some prior knowledge about the topics covered in the sessions. The majority of staff reported that through the sessions they were able to deepen their understanding on disability-related topics. Few staff reported learning new information. Throughout the year and at the conclusion of the 2012-2013 series, departments developed diversity goals based on awareness, knowledge, and insights gained from the series. • Division Received National Award for Diversity Work In Spring 2013, the Division of Student Affairs was recognized nationally for the quality and longevity of our diversity and multicultural competency work with the Voice for Inclusion Medallion. This award was given to the division by ACPA College Student Educators International for our Divisional Diversity Series. A team of divisional leaders from the Dean of Students Office, Student Life, and Residential Life conducted presentations on the Series at the ACPA and NASPA national conventions.
• Cross-Divisional Diversity Collaboration In November 2013, the student affairs division collaborated with the Center for Cultural Pluralism, Custodial Services, and the Department of Residential Life to bring Lee Mun Wah, an internationally recognized diversity expert, to UVM to conduct a series of workshops for staff and graduate students who work in the division.
On the Horizon • Focus on developing and assessing students’ development of multicultural competency through programs offered by the division • Divisional Series focus on the topic of Faith, Religion, and Spirituality in Spring 2014 and developing skills to have effective conversations across differences in Fall 2013 • Implementation of a new diversity and multicultural competency development model throughout the division to incorporate intentional work at the individual, departmental, and divisional levels
Key Performance Indicators Staff Indicators Division-wide training sessions offered Staff participating in Division-wide trainings
Fall 412 Spring 390
New Staff participating in diversity foundations sessions
Fall 38 Spring 0 Total budget devoted to supporting $79,300 diversity-related efforts Student Indicators 2012-13 Diversity programs Programs 34 Total students attending 2,010 Recognized Multicultural Student 20 Organizations Bias incidents reported in residence halls 77
24 0 $79,300
30 0 $78,500
56 6094 21
39 3405 21
Work will continue into next year as the proposed structure is finalized and implemented.
Develop a plan to create identity Completed development programs for students with disabilities.
ACCESS engaged in research, reading and assessment regarding Disability Identity Development. With that knowledge, ACCESS will pioneer potential best practices in promoting and exploring Identity Development with Students with Disabilities.
Explore the formation of a Community Restoration and Response (Bias Response Team) coordinated through the Dean of Students Office.
Create UVM accessibility and disability website to share policies, procedures, and services with campus community.
Continue to develop and assess Completed the multicultural competencies of staff through the divisional diversity series and the results from the multicultural competencies assessment.
ASP created accessibility and disabilities resources website.
Assessments were completed after each divisional diversity session. Departments presented multicultural goals and plans during directorsâ€™ meeting based on the results of the divisional multicultural competencies assessment.
CREATE COMMUNITY Introduction Assisting students in their transition into the university community, offering them opportunities to become engaged while they are here, and then supporting their departure once they graduate is a cornerstone of our work. We rely on valuable partners such as parents, faculty, staff, neighbors, and alumni to create communities that are connected and meaningful where students can learn and grow socially, personally, and academically.
Highlights Quality Communities: Fraternity and Sorority Life – In an effort to create a high quality fraternity and sorority experience, the greek community sought assistance from the North American Interfraternity Conference to undergo an 18-month review. External consultants visited campus and provided recommendations on the current strengths and limitations of fraternity and sorority life at
UVM. The implementation of these recommendations will occur throughout the next year and beyond.
video chatting and other social media as a means to learn about social opportunities, connect with peers, and find support.
Residence Halls – Residential Life’s restorative practices approach to building community within the halls continues to progress. This year, staff conducted a “train the trainers” session in order to build greater capacity to educate students, facilitate circles, and be available as resources.
Redstone Lofts – the new privately owned apartment complex opened on the Redstone Campus in August offering junior, senior and graduate students another unique on-campus living option. It was met with much enthusiasm and was fully occupied at opening.
Neighborhoods – We continue to put effort, time and resources toward building quality communities in and around the neighborhoods of our campus. As students move off-campus, it is critical that we have effective means of communication with neighbors, landlords, and offer avenues to address conflict.
On the horizon
New(er) Communities: On-line Communities –Students continue to report greater use of the myUVM (student portal), facebook, twitter,
• Plan to assign first-year students together as part of the Housing Master Plan • Increase communication with first-year parents from the Dean of Students Office • Add intensive social programming during the first 6 weeks • Enroll first-year students automatically onto the BORED listserv • Add a January Activitiesfest for new students
Create Community Indicators Attending June Orientation
2012-13 Students 2,491 Family 2,153
Hours 116,040 Students 4,692 Monetary equivalent $2,088,720 Campus programs 472 Programs in Residence Halls Programs 2,730 Students 29,390 SGA Clubs/Orgs 172 Davis Center Program Space Usage Student organization 27% UVM departments 65% External organizations 8% Students attending off-campus living 85 workshops Fraternity and Sorority Chapters Fraternities 8 Fraternity Students 310 Sororities 5 Sorority Students 372
115,540 3,293 $2,079,720 410
112,354 3,349 $2,022,372 408
2,641 32,024 169
4,136 43,219 169
32% 46% 22% 134*
30% 53% 17% 359
8 305 6 358
11 402 7 371
Increase parent awareness and skills to assist first year student experience.
Currently planning a parent curriculum to address college student and parent transition.
Continue to explore application of Restorative Practices across the division.
Several staff have been through the train the trainer process and this process of institutionalizing Restorative Practices in our divisional practices is on going.
Conduct Fraternity & Sorority Life review, and develop institutional recommendations.
Work will continue into the next year as many of the recommendations are being implemented
Identify a structure to effectively communicate and strategize about neighborhood concerns.
The Strategic Operations for Community Concerns group was formed to address off campus issues.
Monitor the impact of Redstone Lofts on housing availability, neighborhoods, student behavior, and campus services.
Monitoring revealed high demand for apartment housing with some impact on campus services. Neighbor feedback was positive. (Little impact on adjacent neighborhood)
ENHANCE LEARNING Introduction The various objectives and initiatives we pursue to enhance learning for students continue as a primary focus of staff energy and attention. In 201213 specific attention was devoted to enhancing career preparation of students, increasing support and resources for first-year students, expanding opportunities to address personal development for students responsible for misconduct, and increasing capacity to address students in conflict with other students.
Highlights Enhanced Career Preparation The work of the Career Development Work Group (May 2012) which continued with” Preparing for Life after UVM: A Career Services Action Plan” (January 2013) by Dean Abu Rizvi resulted in significant momentum to focus an institutional agenda on career preparation. The stage is set for the implementation of these plans in 2013-14. The new academic year will bring a new “experiential hub” in The Davis Center, a Board of Trustees Advisory Committee as well as a Career Center Advisory Board to support the implementation of the plan, and new positions to support internships and employer relations. This and more usher in an exciting new era in career success for UVM students. Continued Focus on the First-Year Experience The effectiveness of first year programs has been well established in the research literature and in the
experience of many colleges and universities. The various pilot programs and experiments conducted at UVM have proven to be effective and promising in the satisfaction and retention of students. However, significant challenges exist at UVM that prevent the establishment of a bona fide program. We will continue efforts to partner with the academic community to overcome these challenges. New Personal Development Initiatives for Students at Risk The Center for Student Ethics and Standards staff worked diligently with other professionals from across the University to develop new resources to help students who are at risk or in conflict receive greater support to address their issues. In particular, personal coaching and on-line programs to address drug and/or alcohol use will be implemented in the new academic year. The goal of these efforts and resources is to meaningfully intervene and create new habits that allow students a greater chance of success both while at UVM and beyond.
On the Horizon • Monitor implementation of the Career Success Action Plan • Connect first year efforts more closely with academic programs, possibly the new writing initiatives • Implement new evidenced-based interventions throughout the conduct process and enhance/expand personal development initiatives for students at risk
Key Performance Indicators Indicators Students tutored Students requesting accommodations Students registered with Career Services Students participating in L/L programs and residential learning communities Students studying abroad * Students attending service-learning courses
2012-13 1,718 829 5,739 1,236
2011-12 1,761 769 6,855 1,205
2010-11 1,731 686 7,440 1,183
*The office of International Education does not report to the Division of Student Affairs but we have strong partnerships related to student learning and development.
Enhance Learning Objective
Explore personal development options in lieu of suspension.
Three students were given the option of creating a personal development plan in lieu of suspension.
Explore the proposed model for enhancing career preparation across the institution (dependent on institutional support and funding).
With leadership from the Provostâ€™s office, a proposal for increased resources will be implemented next year and a new satellite office will open in the Davis Center.
Continue First-Year Peer Mentor Completed pilot program (dependent on institutional support and funding).
Completed pilot and due to lack of funding this program has been limited.
Launch a myUVM (student portal) for First-Year students (dependent on institutional support and funding) in collaboration with the Registrarâ€™s office.
On average, 80% of the first year class logged in to the portal each week and the slideshow was uniquely viewed an average of 7,484 times.
Increased capacity to offer mediation, conflict coaching, and outreach education to UVM students.
An internship was created. Twelve workshops were offered though the Conflict Resolution Program reaching a total of 310 students and staff (an increase of 196 over last year).
PROMOTE HEALTH AND SAFETY Introduction UVM students’ health and safety is paramount to their personal and academic success, fostering an environment where students, staff, and faculty work in tandem with each other to create a positive and enriching campus experience. The Division of Student Affairs sees students as key influencers in creating a healthy and safe campus culture, and it is our role to provide them with skills and strategies to navigate barriers that threaten their personal health and safety. We seek to empower students to take positive action and actively intervene in difficult situations, cultivating a commitment of care across the entire campus.
Highlights Alcohol & Other Drugs • Incoming first-year students continue to enter their first year at UVM as self-reported “highrisk” drinkers, and this number sits above the national average (AlcoholEdu, 2012). • With the decriminalization of marijuana in the State of Vermont, marijuana use among students continues to be a challenge, coupled with their misperceptions about state laws and university policies. • First-year parents have demonstrated great interest in the discussion around high risk drinking, offering us insight on how to better communicate with them. • Student detoxes continue to decrease in number, however the average BAC remains steady at .17 (UVM Police Services Reports & Stats).
Outreach & Education • This past year, our Suicide Awareness committee has trained 317 UVM staff members through their Campus Connect program focused on suicide awareness, education, and prevention. • Faculty continue to be challenged with concerning students within their classroom, indicating a greater need around skill building and strategies for student intervention efforts. • Campus Security Authority (CSA) trainings have proved to be a success, training over 300 CSAs throughout campus about campus safety, Clery crimes, and reporting protocols. Mental Health • Mental health challenges among students continue to be an important area of focus, demonstrating an increase in the level of care needed, an increased number of students reviewed for behavioral intervention, and the complex nature of issues being addressed. • Parent engagement around their student’s mental health is an important variable to consider as we develop intervention strategies to successfully support students.
On the Horizon • Plan, develop, and implement a large-scale first year parent communication strategy regarding high risk drinking. • Review and revise alcohol and other drug sanctioning guidelines. • Develop a faculty assessment around skills and experiences related to their interaction with students of concern.
Promote Health and Safety Healthy Indicators Students in club sports Intramural sports participants Recreation facility visits Counseling visits Medical amnesty cases Concerning Indicators AOD Detoxes by sex
Multiple AOD detoxes CARE Cases Alcohol conduct
2012-13 1,800 22,358 430,341 9,210 46 2012-13
2011-12 1,710 22,233 384,177 8,887 34 2011-12
2010-11 1,650 22,267 401,419 9,325 39 2010-11
Male 59 Female 59 Total 118
62 67 132
76 79 155
Male 4 Female 1 639
1 0 447
2 1 399
716 1204 92
719 1248 108
576 1109 164
297 587 29
301 594 38
240 465 41
Cases Students Off-campus alcohol related violations Drug conduct Cases Students Violence (verbal and physical conduct cases) Sexual Violence conduct cases (domestic violence, stalking, sexual assault) Sexual violence cases reported to the Women’s Center (domestic violence, stalking, sexual assault) Medical withdrawals Mental Health Physical Health Hazing Conduct Cases Students
Promote Health and Safety GOALS Objective Complete the 2nd year with the National College Health Improvement Project (NCHIP).
NCHIP has been instrumental in the development of the data infrastructure necessary to understand the impact of and trends related to high risk drinking behavior.
Conduct an audit of our current hazing prevention initiatives.
Consistent and comprehensive initiatives will be implemented in the 2013-14 academic year.
Examine medical withdrawal and re-entry processes in an effort to stay consistent across each academic college.
Assessment was completed on the medical withdrawal process for each college, and communication was developed among the Student Service offices to address consistency.
Enhance staff skills around supporting students of concern through a comprehensive education, training and assessment plan.
Training and education sessions were completed through the Center for Teaching and Learning, with participants completing a pre and post assessment related to their knowledge and skills that support students of concern. Additional support tools that were developed was a comprehensive handout and students of concern website.
Implement “gatekeeper” suicide Completed prevention training across the division.
The Campus Connect program has been instituted to provide bystanders with the knowledge and tools necessary to intervene effectively with students who manifest signs of depression or suicidal intent.
MANAGE RESOURCES Introduction Despite financial constraints over the past few years, the Division of Student Affairs has executed thoughtful strategic resource planning that is aligned with the University’s mission and goals. However, challenges continue to emerge with significant intensity. The concerns and issues that follow require our focus and attention.
Highlights Human Resource/Staff Training Needs • Upon release of new University operating procedure, we finalize divisional background check operating procedure. • Overall supervision practices continue to strengthen across the division. • Ensuring that staff continue to build strong relationships that support new programs (e.g. Global Gateway, Career Success Action Plan) is key to our success. • Goals for Affirmative Recruitment were reestablished as a priority. Financial • The University continues to experience financial difficulty that may lead to continued cuts in all financial resources (e.g. general fund, income/expense). • Changes to the ADA laws have increased student needs as it relates to accommodation services. • We need to reduce/eliminate rent paid to external entities for space. • New organizational matrix models (e.g. Career Center, Global Gateway, Davis Center) will need to be closely monitored. Facilities and Equipment • The need to create space for the Global Gateway program at Marsh/Austin/Tupper will provide the opportunity and challenge to centralize catering at the Davis Center. • Facility related needs for the Center for Health and Wellbeing still exist. We need more exam rooms to meet growing student needs.
• There is a need for renovation of Living/ Learning C-Building and Childcare Center. • Need for additional program space for Living Well at the Davis Center. • The Career Success Action Plan will allow us to centralize career and experience activities at the Davis Center. Technology Needs • The Office of Civil Rights has mandated that all instructional materials and websites are accessible to all students.
On the Horizon Based on our annual reflections and new insights over the past year, we seek to further develop performance measures and a sustainable resource structure in order to address the programmatic needs of our division. Key initiatives for us to examine are as follows: • Develop constructive discipline database • Support the University’s adoption of Incentive Based Budgeting. • Conduct a technology needs assessment in the 2013-14 academic year to understand our current technology and support and what is on the horizon for new technology within the division. • Initiate RFP process for Dining Services • Pilot HR model using restorative practices in at least one department. • Clarify allowable teaching practices within the division and catalogue current efforts. • Confirm public/private partnership associated with the Housing Master Plan. • Complete the Given Atrium renovation. • Complete Cyber Café renovation to increase storage and workspace. • Complete RFP process for kitchen equipment repair and service.
Manage Resources Indicators Employed Students Divisional Budget
2012-13 1,406 $83,191,302 General Fund 10,928,054 Income/Expense 51,152,758 Other 18,308,773 Based Budget Reduction or Addition $(591,300) 65,000 (ATH Scholarships) Funds reallocated internally to meet $0 strategic objectives Educational/Professional development 1 leaves
2011-12 1,251 $83,883,840 11,620,994 45,124,952 27,137,894 $(198,194) 65,000
2010-11 1,221 $61,535,812 11,051,373 39,515,547 10,968,892 $(202,558) 265,000
Implement Staff Development opportunities beyond diversity sessions.
After speaking with our management consultant in Human Resource Services (HRS), we decided to encourage training and development through the underutilized services provided by HRS Learning Services.
Finalize the Housing Master Plan and present recommendations to the Board of Trustees.
The Housing Master Plan was finalized and presented to the Board of Trustees at the February, 2013 meeting.
Develop a long-term strategic plan for technology across the division.
Tech inventory was completed. Next year we will conduct a needs assessment.
Modify meal plan structure to improve the student experience and address financial concerns.
Meal plan for first years students was adjusted to increase community development and improve financial performance.
Enhance infrastructure needs at Completed Northside Café and Waterman Café to increase food options.
Following cost assessment for changes to Northside Café, the project was suspended. The Waterman Café renovation project was successfully executed.
Plans have been completed, but due to the scope and timing of the project, the renovation will occur in 2014.
Develop a renovation plan for Given Atrium.
Develop Real Food campus Completed and On going commitment implementation plan and new beverage strategy launch, to increase healthy beverages.
Real Food Working Group and Dining Services submitted draft of strategic plan and multiyear goals. Launched new beverage strategy with no bottled water in January, 2013. Currently collecting stats on healthy beverages.
Renovate Living Learning C Building.
C-Building is off-line for the summer renovation and will re-open in Fall 2013.
Implement a Staff Training Development and Assessment Plan around students of concern .
Staff trainings were completed with some of our departments within our division with pre and post assessments related to their knowledge and skills that support students of concern.
Research and replace student conduct/concern database.
Maxient was chosen as the vendor for a new database to hold student conduct records, CARE records, and Administrative Action records.
Implement division-wide background check procedures for staff.
Specific criteria were established for determining which staff should be required to have background checks. Divisional operating procedure developed and implemented.
Vermont Cynic in NYC for Spring 2013 Natâ€™l Media Conference
Academic Support Programs Career Center Center for Health & Wellbeing Center for Student Ethics & Standards Dining Services Student & Community Relations Residential Life Student Life
N T E REPO M T R A RT P E S D
ACADEMIC SUPPORT PROGRAMS Mission
We are a community of staff and students whose purpose is to foster academic growth and equal access to education for all students by:
Increased Student Usage: ACCESS and TRIO are streamlining services to foster student engagement. Upper-class ACCESS students have the option to request accommodation letters prior to the start of each semester. The TRIO/SSS program simplified the application process to increase first-year student participation.
• creating a welcoming and inclusive environment; • nurturing students’ identity development and personal and academic growth; • being innovative and collaborative student advocates; • providing excellent and effective services.
1) Cost-saving Services: Through innovative business practices and resource management, the ASP Services team saved over $225,000 in FY 13 within the notes and captioning programs for students with disabilities. 2) Universal Design Education: ASP’s Tutoring program trained Learning Skills tutors within a Universal Design for Learning and brain-based research framework to prepare them for tutoring UVM students.
Key Performance Indicators Indicator ACADEMIC SUPPORT PROGRAMS Contacts Students ACCESS Contacts Students EXAM PROCTORING CENTER Contacts Students LEARNING CO-OP Contacts Students TRiO/SSS Contacts Students
CAREER CENTER Mission To actively support students and graduates in exploring and attaining their career and learning goals. As we assist people on their path to find meaningful, rewarding and safe work, we are committed to constant learning, comprehensive services, active advocacy, supportive counseling and affirmative hiring.
Selected Highlights 1) Career Success Action Plan: President Sullivan has established career preparation as an institutional priority, signaling the importance of early engagement in related activities and encouraging academic and student services units to participate. 2) Engaging Students Online: To meet students where they are and prepare them for the future, we added new resources.
• Big Interview (mock interviews online) and Going Global (resources for international internships and job seeking). • overhauled our web site, resulting in a 28% increase in traffic. • our Facebook “likes” have doubled in the last year, and blog traffic has increased to over 1200 readers. • we reviewed 1788 resumes online, a 42% increase in just one year. 3) Expanding Connections: This year we registered 5,739 students, increased student participation in job fairs by 9%, expanded participation in networking events to over 600, and increased membership in Career Connection, our career advising network by 123%, to 4,744. The Rubenstein School and the College of Engineering and Mathematical Sciences both enhanced their internship programs, expanding the quality and quantity of experiences available to students.
Key Performance Indicators Indicators % Graduates employed* % Graduates enrolled in grad school or other training* Medical school admit rates Law school admit rates Total students registered** Employers visits to campus Job and Internship postings Appointments/Consultations Attended group programs Attended Job fair Website Visits Career Connection Network
2012-13 85% Class of 11 19% Class of 11
2011-12 87% Class of 10 18% Class of 10
2010-11 85% Class of 09 19% Class of 09
47% (46% national) 76% (69% national) 5,739 275 3,793 6,085 5,583 1,048 116,361 4,744
50% (45% national) 81% (71% national) 6,855 271 3,460 6,253 5,273 961 90,720 2,123
47% (46% national) 76% (69% national) 7,440 191 3,167 6,916 4,802 1,044 77,314 NA
* Survey of Graduates conducted 1 year after graduation. Class of 11: 29% response rate; margin of error +/-3.18% ** Number reflects improved electronic tracking
CENTER FOR HEALTH & WELLBEING Mission The Center for Health and Wellbeing’s mission is to maintain and optimize the health, wellbeing, and personal development of individual students and the University community. We accomplish this by providing accessible, high-quality, cost-effective, prevention-oriented primary health care, mental health counseling, and educational outreach programs and referral services designed specifically to meet the needs of UVM students.
professional self-exploration, taking responsibility, reciprocal feedback and multicultural skill development among all staff at the Center.
Diversity Statement The Center for Health and Wellbeing is committed to providing respectful and confidential health care and counseling in a safe, supportive environment that values the identities, beliefs, and abilities of students. Our staff is responsive to the needs and concerns of all seeking care and commits to being knowledgeable and sensitive to the diverse identities of our patients and clients. As part of this effort, we commit ourselves to continued growth in our understanding of diversity issues and strive to integrate multicultural awareness into all aspects of our work. We encourage
1. Promote Outreach and Education: Continued work within CHWB and the Division to prioritize education/outreach needs and to align resources behind these priorities. This has led to the expansion of Living Well in the Davis Center. 2. Understand barriers to care: Conducted a survey of students who have not utilized CHWB services to assess for barriers to care. This information led to awareness of a need for more aggressive marketing regarding the availability of services, especially for mental health services. 3. Insure Electronic Records Security: Conducted a systematic review of the Center’s data security policies and procedures related to use of the electronic record.
Key Performance Indicators Indicator Medical withdraws Clinical visits
Physical health 12 Mental health 93
Counseling visits Psychiatry visits Primary care** Women’s health visit** Total Student Health Services
Act 1 Transports
9,210 2,430 — — 19,038
Visits 168 Students 161
8,887 2,342 13,051 3,643 16,694
9,325 2,506 10,949 3,240 14,189
** Effective 7/31/2012, Primary Care and Women’s Health offices combined as “Student Health Services”.
CENTER FOR STUDENT ETHICS AND STANDARDS Mission The Center for Student Ethics & Standards seeks to foster student accountability and skill development in the areas of conflict resolution, dialogue, identity development and restorative practices. In doing so, we hope to help students develop self-awareness, and ultimately become more responsible, respectful and engaged community members.
Selected Highlights 1. Conflict Resolution: Twelve workshops were offered though the Conflict Resolution Program reaching a total of 310 students and staff. Feedback from these workshops was overwhelmingly positive with many
comments to the effect of, â€œWow every student can benefit from this.â€? 2. National Presentation: Several CSES staff presented a half-day pre-conference session at the National Association of Student Personnel Administrators (NASPA entitled, Beyond Suspension: Bold Approaches to Engaging Disengaged Students. During the interactive half-day session, participants discussed holistic approaches to engaging students, participated in action planning, and left with tangible resources to apply to their conduct programs. 3. New database: Selected a new database to manage the judicial process. The database will go live in the Fall 2013.
Key Performance Indicators Indicators Dismissals
Male 7 Female 1
Male 22 Female 4
Male 22 Female 2
Cases 716 Students 1,204
Cases 297 Students 587
10 114 305 108 194 3
Data not available 365 164 168 3 30
Suspensions Project discovery program Conduct Cases Alcohol Other drug Violence Sexual Violence Hazing
Cases 1 Students 2
Academic integrity Conflict resolution
Cases 107 Cases 0 Students 0
Conflict resolution Workshops/Conflict Coaching Participants *Off Campus Violations Alcohol Noise Public Urination Other
12 310 277 92 143 3 39
Total meetings with CSES regarding conduct 88 *Data unavailable for June and July 2012
DINING SERVICES Mission The primary mission of University Dining Services is to enhance the student experience by providing a unique, engaging dining experience that meets individual needs, enhances health and wellbeing, and encourages students to participate and understand the Global Food System. University dining services actively encourages community through participation in promotional events and support of the student educational experience.
Selected Highlights 1. Launched Real Food Campus Commitment Working Group: Developed multiyear action plan to achieve 20% Real Food by 2020. Improved from 12% to 13% by adding local meat, organic beverages and increasing purchasing with the Farmer Training Program.
2. Completed a renovation of the Waterman Café counters: This expanded beverage options and improved menu variety. 3. Restructured Meal Plans: Met with student leadership and successfully restructured meal plan options by eliminating the lite plan and allowed all future FTFY students unlimited access plan their first semester. 4. Increased support for students with specific dietary needs: Hired a part time Sodexo campus dietitian to work with students with dietary challenges and to promote our health and wellness programs such as “myfitnesspal.” 5. Improved Overall Satisfaction: Annual customer satisfaction surveys continue to show improved satisfaction year over year and continued high scores with the Food On Demand(FoD) concept at the Redstone Dining Hall.
Key Performance Indicators Indicator
2012-13 Fall # of meal plans 5,071 Retail 3,158 Unlimited Access 1,913 % of students on average level plans 66% # Dining transactions Residential 560,000 Retail 833,720 Resident take-out 47,057 Annual Utilization % of students in Residential Dining Halls Unlimited 72% Retail 71% Total $ donations $46,750 **
** UVM Food Systems Summit Sponsorship
Spring 4,721 3,348 1,373 63%
2011-12 Fall 5,301 3,305 1,996 63%
Spring 4,976 3,510 1,466 62%
2010-11 Fall 5,361 3,844 1,517 62%
405,508 529,485 428,275 372,861 937,735 862,320 959,264 964,122 39,657 51,360 41,398 23,491 75% 69% $37,077
75% 69% $23,523
Spring 5,080 3,891 1,189 61% 442,248 916,142 26,885
STUDENT AND COMMUNITY RELATIONS Mission
Our office provides resources and support to students transitioning to and living off campus so that they will have successful experiences as both citizens and renters. We do so with knowledge of and advocacy for the needs and issues of students from diverse backgrounds. We seek to foster, support, and sustain better relations between off-campus students and their neighbors. We encourage and support students to become active, responsible, and just members of their Burlington neighborhoods. Further, we facilitate communication and support initiatives between residents and students with the goal of creating healthy, safe, and just neighborhoods.
1. Community Coalition: We utilized Results Based Accountability to develop a strategy and action plan for our work for the next 3 years. The action steps developed included: a. adopt a street-by-street approach; b. create several modes of communication that lead to prevention, timely intervention, and restoration when harm is done; and c. have a dialogue about our shared responsibility for creating safe and healthy neighborhoods. 2. Isham Street: We continued 5 years of work with ISGOOD (Isham St. Gardening and Other Optimistic Doings) members and street residents to change the environment to change behavior. 3. Restorative Practices (RP): This collaborative group created a year-long Restorative Practices curriculum to inform and develop skills across the division to improve our work and communication with students.
Key Performance Indicators Indicators Est. # of students living off campus Est. # student transitioning off campus Off campus calls for service Students UVM Staff Parents Neighbors Org./City Depts. Landlords Off campus living workshop Workshops Students Spring move out project: Tons of goods recycled Students attending transfer student socials
2012-13 5,850 2,370 621 246 68 82 102 45 78
2011-12 6,103 2,600 516 198 63 76 96 41 42
2010-11 6,917 2,795 512 217 56 92 68 27 52
3 85 11.5
3 134 8
4 359 6.5
3 25 (note: held less socials this year)
RESIDENTIAL LIFE Mission The Department of Residential Life’s mission is to foster an inclusive culture of student learning, personal growth, community involvement, and programming in order to develop a socially just and safe community of global citizens. To REACH our mission we will: • Respect: Create an inclusive community where all perspectives are shared and valued, and individuals are expected to take responsibility for actions that impact themselves and others. • Ethics: Instill ethical decision-making skills that support academic and personal integrity, inclusivity, diversity, and responsibility. • Academics: Establish a residential environment that complements the academic mission and is an integral part of the educational experience. • Collaboration: Build and maintain partnerships across the University and the greater Burlington area to optimize the holistic development of our residential community.
• Health & Wellness: Encourage all members of our residential community to engage in lifelong wellness by supporting healthy choices around mind, body, and spirit.
Selected Highlights 1. Enhanced our use of the housing management system: The staff and student web modules were developed and implemented to provide easy access to housing data and improve service to students. 2. Continued to implement Restorative Practices: Ten staff were trained to be trainers. Restorative Practices formal conferences are being utilized to resolve student conduct issues. 3. Completed renovation of MSHCR and successfully planned for the renovation of L/L C-building and temporary relocation of the daycare center to McAuley Hall this summer.
Key Performance Indicators Indicator Average occupancy (main campus) Apartment and family housing occupancy Room changes (main campus) Triples maximum Rooms Students Triples minimum Rooms Students Contract releases Granted Pending Denied Total damage (main campus) Assigned Unassigned
2012-13 4,950 95.6% 643
2011-12 5,237 97% 637
2010-11 5,260 94% 567
99 297 15 10 0 5
155 465 10 4 0 6
182 546 13 10 0 3
STUDENT LIFE Mission The Department of Student Lifeâ€™s mission is to foster an inclusive culture of student leadership development, community involvement, and programming in order to develop a socially just community of lifelong learners.
Selected Highlights 1. Enhanced myUVM (student portal): Student Life staff worked diligently and in partnership with the Registrarâ€™s staff to significantly enhance the myUVM content on the web. Content and appearance improvements increased student usage by 420 students per week and found 82% of our undergraduate students logging on weekly.
2. Coordinated Fraternity and Sorority Life Assessment: Student Life staff played a significant role in the Fraternity and Sorority Life Assessment external review process from collecting robust background data to engaging student leaders and alumni advisers throughout the site visit with the consultants. 3. Assessed Student Leadership: Student Life staff worked collaboratively to define specific outcomes for the UVM student leadership experience, developed the UVM Student Leadership Inventory, and ran a test survey late in the spring semester. 4. Students Received National Awards and Recognition: the Vermont Cynic winning a national Pacemaker for their on-line edition and the Association of Fraternity Advisers 2012 Diversity Initiative Award.
Key Performance Indicators Indicator Programs
Creating community Enhancing learning Managing resources Promoting health and safety Advancing Diversity
Leadership and Civic Enagement Fraternity & sorority UVM rescue Service learning Miscellaneous TOTAL
256/63,909 44/1,746 77/2.102 51/4,272 34/2,010
246/49,088 65/5,058 17/654 26/5,416 56/6,094
221/53,490 NA NA 5/3,060 39/3,405
Approx # service hours 14,000
Approx # of students 1,580
Approx. Dollar Value ($18/hour) $252,000
22,000 35,040 25,000 20,000 116,040
682 30 1,700 700 4,692
$396,000 $630,720 $450,000 $360,000 $2,088,720
FY13 RESOURCE CHART This chart provides a high-level summary of our departmental and division budget and human resource data.
Division of Student Affairs
FY13 Human Resources Department Staffing
Academic Support Programs Career Services Center for Health & Wellbeing Center for Student Ethics & Standards Dean of Students Office Residential Life Student & Community Relations Student Life
Department Temp and Student Staffing Academic Support Programs Career Services Center for Health & Wellbeing Center for Student Ethics & Standards Dean of Students Office Residential Life Student & Community Relations Student Life
Department Leaves Academic Support Programs Career Services Center for Health & Wellbeing Center for Student Ethics & Standards Dean of Students Office Residential Life Student & Community Relations Student Life
FT Exempt FT Non-‐Exempt 17 7 46 4 6 24 2 11 117
5 3 15 2 1 27 1 5 59
1 1 15 1 2 2 -‐ 25 47
1 3 1 1 2 14 -‐ 6 28
ED Leave -‐ -‐ -‐ -‐ -‐ -‐ -‐ 1 1
PT Exempt PT Non-‐Exempt -‐ 3 1 1 -‐ -‐ -‐ 1 6
1 -‐ -‐ -‐ -‐ -‐ -‐ -‐ 1
23 13 62 7 7 51 3 17 183
Workstudy Undergrad Hrly
72 13 7 4 2 220 3 60 381
187 2 3 -‐ 1 36 -‐ 230 459
261 19 26 6 7 272 3 321 915
Prof Leave Personal Leave
2 1 3 -‐ 1 -‐ -‐ 1 8
2 3 3 0 1 1 0 2 12
-‐ 1 -‐ -‐ -‐ -‐ -‐ -‐ 1
-‐ 1 -‐ -‐ -‐ 1 -‐ -‐ 2
Division of Student Affairs
FY13 All Inclusive Operating Budgets (unduplicated) Department Academic Support Programs Career Services Center for Health & Wellbeing Center for Student Ethics & Standards Dean of Students Office Dining Services Meal Plans Residential Life Inter-‐Residence Association (IRA)
Student & Community Relations Student Life Student Government Association (SGA)
Gifts & Endowments
$1,899,386 $848,350 -‐ $217,917 $289,735 -‐ $92,800 -‐ -‐ $444,664 -‐ $3,792,852
-‐ $30,000 $7,152,394 -‐ $2,507,159 $16,899,300 $36,565,762 -‐ $219,852 $2,860,591 $1,600,000 $67,835,058
$542,885 -‐ -‐ $66,531 -‐ -‐ -‐ $142,505 $10,000 $30,437 $1,160,000 $1,952,358
$67,281 $120,175 $4,107 -‐ $12,667 -‐ $8,053 -‐ -‐ $56,977 $26,093 $295,353
$2,509,552 $998,525 $7,156,501 $284,448 $2,809,561 $16,899,300 $36,666,615
Division of Student Affairs Total Notes: 1. CSES receives $231.6K from RL 2. DOS receives $439.2K from RL and $214.8K from CHWB 3. RL total includes $4.3 million for Custodial and $1.1 million for Police Services 4. SCR is fully funded by RL (I/E) and IRA (other) (funds unduplicated) 5. Other Income; ASP grants, CSES fines, IRA fees, SGA club fundraising, SL agency funds
$229,852 $3,392,669 $2,786,093 $73,733,116
Our Common Ground he University of Vermont is an educationally purposeful community seeking to prepare students to live in a diverse and changing world. We who work, live, study, teach, do research, conduct business, or participate in the University of Vermont are members of this community As members, we believe in the transforming power of education and agree to help create and foster an environment where we can discover and reach our true potential. We aspire to be a community that values: RESPECT. We respect each other. We listen to each other, encourage each other and care about each other. We are strengthened by our diverse perspectives. INTEGRITY. We value fairness, straightforward conduct, adherence to the facts, and sincerity. We acknowledge when things have not turned out the way we had hoped. As stewards of the University of Vermont, we are honest and ethical in all responsibilities entrusted to us. INNOVATION. We want to be at the forefront of change and believe that the best way to lead is to learn from our successes and mistakes and continue to grow. We are forward-looking and break new ground in addressing important community and societal needs. OPENNESS. We encourage the open exchange of information and ideas from all quarters of the community. We believe that through collaboration and participation, each of us has an important role in determining the direction and well-being of our community. JUSTICE. As a just community, we unite against all forms of injustice, including, but not limited to, racism. We reject bigotry, oppression, degradation, and harassment, and we challenge injustice toward any member of our community. RESPONSIBILITY. We are personally and collectively responsible for our words and deeds. We stand together to uphold our common ground. “Education is not preparation for life. Education is life itself.” —John Dewey, educator, philosopher, UVM Class of 1879
Aspirations and shared values for the UVM Community, endorsed by the UVM Board of Trustees.