Responsible for identifying and implementing small-scale, student-centered strategies that contribute to stronger campus connection and personal well-being.
Mission & Vision
Division of Student Affairs Strategic Plan
Mission and Vision
Student Affairs is a body of minds, talents, and passions that are dedicated to the well-being of each person at Ohio University. We believe in our work, in each other, and in our shared purpose to educate, empower, foster inclusivity, and make OHIO strong.
Mission
We care. We educate and empower. We foster inclusive communities. We make OHIO strong.
Vision
Every Bobcat discovers their potential and makes a meaningful impact.
Division Priorities
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Student Belonging and Well-Being
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Staff Belonging and Well-Being
Moving from single events toward ongoing, high-impact initiatives designed to improve connection, communication and inclusion with staff climate survey insights as a foundation.
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DATA
Leading the Division of Student Affairs in creating a collaborative, strategic and effective approach to assessment, data management and utilization.
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JED
A nationwide initiative of The Jed Foundation (JED) focused on enhancing mental health, substance misuse, and suicide prevention systems across colleges and universities.
Strategic Plan
2026-2029
Division-wide priorities were established for Fall 2026-2029, centered on a forward-thinking, student-focused strategy that promotes collaboration across the Division of Student Affairs. This effort included conducting stakeholder listening sessions, collecting feedback, integrating strategic planning into departmental presentations and developing a communication strategy to support the identified priorities. The final outcome is a visionary yet achievable plan with clear, measurable goals aligned with the university’s dynamic strategy and grounded in strong communication, assessment and stakeholder engagement.
Goal One
Build Strong Divisional Partnerships to Improve Student Well-Being
Year 1: Establish Foundations
Priority: Create shared understanding and expectations for the well-being framework
- Define and operationalize the well-being framework
- Deliver division-wide training sessions (required for all DOSA staff)
- Develop and distribute a shared language guide and outcomes framework
- Set expectations for collaboration
- Define division-wide collaboration standards (e.g., shared planning, communication norms, accountability)
- Communicate expectations through SALT and unit leadership meetings
- Commit to embed the framework in unit planning, decision-making, and communication
- Conduct a division-wide analysis of programs and services
- Map all DOSA programs/services to the well-being framework
- Inventory and document cross-unit collaborations (roles, outcomes, gaps)
- Identify shared systems, tools, and technologies with potential for expansion
- Develop an assessment strategy
- Establish baseline metrics for collaboration (e.g., number of cross-unit initiatives, shared outcomes, staff engagement)
- Define success indicators tied to student well-being outcomes
Year 2: Integrate and Align
Priority: Reduce duplication and embed collaboration into daily work
- Evaluate Year 1 outcomes
- Analyze collaboration and identify redundancies and gaps
- Prioritize areas for improved coordination
- Streamline and strengthen collaboration
- Establish regular cross-unit planning and problem-solving structures
- Reduce duplication by aligning overlapping initiatives
- Embed collaboration into performance management
- Integrate cross-unit engagement expectations into SALT performance evaluations
- Provide supervisors with tools to assess collaboration
- Recognize and reward exemplary collaborative practices
Year 3: Demonstrate Impact
Priority: Show measurable improvement
- Demonstrate outcomes
- Provide evidence of improved coordination (e.g., shared initiatives, reduced duplication)
- Document increased collective capacity and efficiency
- Assess effectiveness
- Conduct staff assessment of collaboration structures and expectations
- Evaluate impact on student well-being outcomes
Goal Two
Strengthen Academic College Partnerships
Year 1: Review and Plan
Priority: Understand current state and design a coordinated approach
- Assess existing partnerships
- Conduct structured review of current college relationships
- Identify strengths, gaps, and key academic champions
- Design a coordinated partnership model
- Develop a DOSA–Academic Liaison Model (clearly defined roles, expectations, and communication)
- Identify priority colleges for engagement
- Communicate division value
- Develop and deliver a “DOSA Roadshow” highlighting impact data and student outcomes
- Define DOSA roles and programs as experiential learning opportunities
Year 2: Implement and Expand
Priority: Deepen engagement and co-create initiatives
- Integrate into college structures
- Participate in college leadership meetings and planning processes
- Align DOSA work with college-specific student success goals
- Co-design programs and services
- Partner with colleges to develop tailored initiatives based on shared priorities
- Develop partnership structure
- Establish two working groups:
- Existing partners (deepen relationships)
- New partners (expand reach)
- Expand communication
- Deliver DOSA Roadshow to additional colleges
Year 3: Assess and Sustain
Priority: Demonstrate sustained, high-impact partnerships
- Show evidence of sustained engagement
- Document ongoing partnerships, shared initiatives, and outcomes
- Assess effectiveness
- Conduct faculty and staff perception survey
- Use feedback to refine partnership model
Goal Three
Establish a “State of the Student” Learning Effort for OHIO faculty and staff
Year 1: Build the Foundation
Priority: Develop content, structure, and strategy
- Collect and synthesize data
- Compile national, institutional, and generational student trends
- Focus on well-being, engagement, and success indicators
- Define key narratives
- Identify core student demographics and themes for storytelling
- Align with Student Lifecycle work
- Create a multi-year communication strategy that informs future year goals and engages university stakeholders
Year 2: Launch and Activate
Priority: Deliver and use State of the Student information as a catalyst for collaboration
- Launch “State of the Student”
- Deliver annual address to campus community
- Develop dashboard, website, and Canvas resource
- Engage stakeholders
- Conduct a campus roadshow (Fall)
- Highlight key findings and opportunities for collaboration
- Pilot partnerships
- Launch targeted collaborations based on identified needs (Spring)
- Embed in staff development
- Integrate findings into onboarding and training for DOSA staff
Year 3: Expand and Institutionalize
Priority: Embed into institutional practice
- Evaluate collaboration outcomes
- Assess effectiveness of partnerships initiated through this effort
- Scale implementation
- Integrate content into university and college onboarding and development programs
Goal Four
Build an Informed and High-Trust Division Culture
Year 1: Establish Shared Understanding and Visibility
Priority: Increase awareness, connection, and communications across the division
- Increase cross-unit exposure
- Require staff/leadership to attend at least one external unit meeting annually
- Create shared language and identity
- Develop a DOSA glossary and elevator speech
- Enhance transparency of goals and impact
- Present unit goals annually at SALT
- Establish regular communication highlighting contributions to student success and academic priorities
- Sustain communication channels
- Maintain structured communication cadence (open forums, kickoff, newsletter, annual report)
- Evaluate effectiveness and streamline if needed
- Recognize staff contributions
- Continue recognition through formal and informal channels
- Maintain annual awards/recognition process
- Assess climate
- Conduct division-wide staff climate survey
Year 2: Embed into Practice
Priority: Align performance and development with culture goals
- Integrate priorities into performance management
- Embed divisional goals and behaviors into evaluations
- Develop professional development framework
- Utilize climate data to identify competencies and gaps
- Create division-wide development plan
- Strengthen supervision practices
- Require regular developmental conversations
- Provide supervisors with tools and expectations
Year 3: Evaluate and Refine
Priority: Measure progress and adjust
- Reassess climate
- Re-administer staff climate survey
- Identify next steps
- Analyze changes from Year 1 baseline
- Establish priorities for continued improvement
Strategic Planning Committee
| Name | Department | Title |
|---|---|---|
| Imants Jaunarajs | Office of the Vice President for Student Affairs | Assistant Vice President |
| Megan Vogel | Office of the Vice President for Student Affairs | Chief of Staff |
| Scott Bye | Community Standards and Student Responsibility | Assistant Dean & Director of Community Standards and Student Responsibility |
| Don Jackson | Culinary Services | Director of Business Operations |
| Aaron Sturgill | Career Services | Executive Director, Career Readiness |
| Mak Olaker | New Student and Parent Programs | Assistant Dean of Students & Director for New Student and Family Programs |
| Johnna Matulja | Housing and Residence Life | Director, Business Operations |
| Sarah Martin | Well-Being & Recreation | Director, Business Operations & Engagement |
| Kalyn Biggs | College Student Personnel Program | Graduate Assistant |