Campaign. We will achieve an annual fundraising target of $250,000 for Campus Life by cultivating prospective donors and soliciting targeted gifts and grants.

Outcome: Campus Life raised more than $160,000 in cash from 562 donors and an additional $62,500 in pledges. We attracted grant support in the range of $20,000 for an overall external funding outcome of $244,000, against the stretch goal of $250,000.

Retention. We will work with campus partners to implement interventions aimed at increasing student retention and graduation rates; we will formalize and expand our measures for the early identification of students at risk.

Outcome: Campus Life Departments implemented a broad range of retention interventions and partnered with Academic Affairs in the work of the Undergraduate Experience Council. President Kerwin proposed a .5% increase in the first to second year retention rate as this year's goal. Data show a change in rate from 87% to 89.7%.

Communications/Technology. We will continue to enhance our Web presence, on-line functions and capacity to communicate with the campus community about important developments and events. 

Outcome. The University Center launched the Four Winds system (message monitors) to enhance visual communication throughout Mary Graydon Center. Two other projects are significant examples of how Campus Life is leveraging technology to enhance programs and services. Housing and Dining Programs, New Student Programs and the University Center launched a joint on-line application for student summer employment, and New Student Programs converted all its printed orientation information to a CD format.

Diversity. We will sustain our efforts to recruit and retain a diverse professional and paraprofessional staff. Through training, coaching and reflection, we will expand our cultural competency and ability to function as an inclusive organization. 

Outcome. More than half of the 100 full time Campus Life staff participated in trainings related to cultural competency this year. These included workshops on inclusive excellence; intercultural communication; generations in the workplace; preventing harassment & promoting respect. Other trainings addressed the international student experience, transgender student identities and advising identity-based students. We are sustaining a staff profile that is approximately 37% staff of color (snapshot date is September 1). There were nine internal promotions during the academic year. 

Global Outreach. We will facilitate student learning through opportunities for study and service abroad and through other programs and services with international and intercultural dimensions. 

Outcome. A number of initiatives were undertaken, including developing re-entry support groups for students returning from abroad, strengthening reflection and critical thinking components of Alternative Break trips and training paraprofessional staff regarding multicultural and social justice issues.