annual report 2018-2019 i. overview …...only students). for the spring 2018 semester, first year...

Annual Report

2018-2019

I. Overview

Accomplishments 1. Nominated and supported numerous staff for awards, two of which won regional awards:

Timothy Davis, NASPA Region V Outstanding New Professional, and Crysta Fofana, Graduate Student of the Year for The Association of Intermountain Housing Officers.

2. Implemented a Resident Director (RD) Model by adding eight RDs. 3. Funded and added a Resident Outreach Coordinator. 4. Upgraded to a new module, Portal X, within Star Rez that is cleaner and more intuitive

for residents. 5. Contracted with and opened additional housing locations: U of U at Block 44 and Cedar

Court 700 to support sophomore housing demand. 6. Implemented new communications plan around safety related topics. 7. One-Bill process was completed, integrating resident housing charges on their tuition bill

and transferring accounts receivable related items to Income Accounting.

One University

1. Supported the launch of the Utah Global program and continued support to students transitioning from the Utah Asia Campus

2. Collaborated with groups for joint training including staff from the Union, ASUU/Student Leadership & Involvement, and Greek Life

3. Participated in Joint Committees and Hiring Committees including: The Inclusive Restroom Committee, The Homecoming Planning Committee, and the Executive Director of Admissions, and Director of the Black Cultural Center committee

4. Increased collaboration with the Office of the Dean of Students on conduct and resident of concern cases.

5. New partner creations for the Kahlert Village Project. The new partnership have included Dr. Timothy Farrell (Clinic Professor and Geriatrics Physician in the School of Medicine), Dr. Dean McGovern (Director of the Bennion Center), and Curtis Morley (Director of Kahlert Initiative for Technology).

6. Developed further and deepen HRE’s partnership with the Honors College in Kahlert Village. Key partners include: Dr. Sylvia Torti, Dean of the Honors College, Dr. Laurence Parker, Associate Dean of the Honors College, Jennifer Wiseman, Director of Education in the Honors College, and Matthew Kirkegaard, Honors College Program Coordinator.

7. Collaborated with partners across campus for implementation of “tuition and housing” billing combined into One Bill.

Equity, Diversity, and Inclusion

1. Re-developed our Gender Inclusive Housing process and procedure as part of the Portal X software launch

2. Had representation on the Presidential Anti-Racism Task Force 3. Had four HRE staff members certified as IDI Qualified Administrators; facilitated IDI

training with all HRE management-level staff 4. Developed and launched a departmental-wide diversity and inclusion scaffolded training

framework 5. Initiated three new student scholarships for campus housing in partnership with the

University Credit Union in addition to our two Community in Action scholarships 6. Supported a staff member in writing and launching a publication via ACPA dedicated to

advancing racial justice and decolonization within higher education 7. Standardized and increase the Equity Lounge’s hours of operations to support

marginalized populations. 8. Implemented University Dining Committee to enhance the student dining experience and

recognize the unique and diverse population of the University through food

Part 1: Departmental Core Objectives

Goal 1: Create and facilitate access to on-campus housing for

University of Utah Students

Alignment with Student Affairs Strategic Plan

Student Engagement and Support

Facilities and Resource Management

Strategic Enrollment Management Strategies

Support the advancement of the University’s strategic enrollment goals.

Increase access and affordability of on-campus housing.

Prioritize data integrity and utilization Outcomes

Implement Portal X and utilize StarRez to improve housing application process.

Clean data collection platforms and practices.

Create a multi-year assessment plan for the department.

Work towards a 95% average academic year occupancy.

Move toward 75% of the First Time Freshmen class residing on campus. Outcomes status The new Housing U (Portal X) housing application was completed and successfully launched as part of the 2019 housing application cycle. Additional improvements including the data subscription module, Rest API module, and user-specific dashboards were also implemented to increase automation, student communication, and efficiencies.

HRE has worked to complete a draft of a multi-year assessment plan. This plan prioritizes strategic plan alignment, multi-year survey question rotation cycles, and longitudinal data preservation. Data dashboards have been re-built and refreshed and data tracking spreadsheets have been reviewed, organized, and archived. A full-review and launch of HRE’s assessment plan will take place Fall 2019. During the 2018-2019 academic year the average occupancy was 90.8%. This includes HRE’s off-site properties including Block 44 and Cedar Court. This was down 2.9% from 2017-2018. On census date of Fall 2017 53.3% of Full-Time First Time Freshmen lived on campus. This was up from 50.7% of First Time Freshmen in 2016-2017. The data for Fall 2018 is not yet available from OBIA. Key Findings and Actions Taken This year HRE continued to experience a strong housing demand as noted by the number of completed housing applications (4,854 as of August 8, 2019; up 0.3% from the previous year). Housing demand also increased due to a strong 2019 Utah Global fall class totaling 176 reservations. This demand, while exciting for the campus and HRE, posed both opportunities and challenges for our staff as we worked to manage room holds and prioritize first-year housing to assist the University in yielding the incoming class. While waitlist numbers reached as high as 652, our team worked tirelessly to extend waitlist and standby offers to all first-year students prior August 8, 2019. Strategies such as standby, waitlist clean-ups, weekly website updates, adjusted acceptance timelines, text campaigns, and student calling campaigns assisted our team to move over 900+ students into completed reservations. To support upper-class housing needs, HRE maintained off-site housing locations including Block 44 and Cedar Court 700 (previously managed by University Student Apartments) which allowed for additional upper-class housing. Moving forward, HRE will continue to align our housing strategies with enrollment and housing projections to optimize spaces and maximize occupancy rates. Strategies have been identified leading us to the Fall 2020 opening of the South Campus 2020 Housing project and will be implemented in coordination with the department and as part of our strategic plan. Relationship to the Retention and/or Graduation of Students Students that live on campus are more successful in the classroom, have a higher retention rate and a higher graduation rate. By increasing access to on-campus housing, HRE supports these student success outcomes. All functional areas within Housing & Residential Education focus on and support students in this effort. Fall to Fall Retention Information In regards to success in the classroom, First Time Freshmen living on campus earned a 3.21 their first semester in comparison to the off-campus students who earned a 2.99 GPA (full-time only students). For the Spring 2018 semester, first year students who started full-time and on-campus earned a 3.098 while the full-time and off-campus students a 2.946. The data for Fall 2018 is not yet available from OBIA. Utilization Data The HRE Quick Glance is the overview of who is living on campus. The Post Occupancy Fall Cancellations by type is a summary overview of who cancelled their housing, but remained a

University of Utah student and who withdrew from the University of Utah and thus from living on campus. The Wait List Demand identifies who was on the wait list by classification, the average wait list demand and the peak demand. The Occupancy by Area Summary sheet estimates overall occupancy by various locational areas within campus-housing.

2019 Total Residents: 3624 (2018 Total: 3598), (2017 Total: 3326) Residents FROM the state of Utah: 38.66% (N= 1402, -131, -8.55%) (2018: 42.61%), (2017: 51.62%),(2016: 55.81%), (2015: 51.60%), (2014: 50.62%)

Top cities 2019 % of

in-state pop. 2019 count

2019 % of total pop.


Increase/decrease from 2018 to 2019

1 Salt Lake City 26.18% 367 10.13% 10.56% (-16, -4.18 %)

2 Draper 6.42% 90 2.48% 5.73% (+1, +1.12%)

3 Park City 6.28% 88 2.43% 4.12% (-27, -23.48%)

Greater SLC Valley 70.47% 988 27.26% 31.82% (-157, -13.71%) The Greater Salt Lake City Valley is defined as the diamond of Ogden to Park City to Draper to Magna.

Residents from OUTSIDE the state of Utah: 51.82% (N= 1885, +165, +9.59%) (2018: 47.80%), (2017: 39.32%), (2016: 33.35%), (2015: 37.00%), (2014: 35.00%) 49 states + American Samoa represented

Top states 2019 % of

out-of-state pop. 2019 count




1 California 34.50% 650 17.94% 12.12% (+214, +49.08%)

2 Idaho 9.55% 180 4.97% 5.81% (-29, -13.88%)

3 Colorado 5.68% 107 2.95% 3.39% (-15, -12.30%)

Residents from OUTSIDE the United States: 9.33% (N=338, +30, +9.74%) (2018: 8.56%), 2017: 9.05%), (2016: 10.80%), (2015: 11.4%), (2014: 14.38%) 45 countries represented

Top countries 2019 % of internatl.

pop 2019 count




1 China 42.60% 144 3.97% 1.67% (+84, +140%)

2 Korea 16.27% 55 1.52% 1.58% (-2, -3.51%)

3 India 6.80% 23 0.63% 0.81% (-3, -11.54%)

Post Occupancy Cancellations by Type:

369

492

309

520

206

297

211

404

575

789

520

924

-75

125

325

525

725

925

2015-2016 2016-2017 2017-2018 2018-2019

Post-Occupancy Cancellations by Type

Post Occupancy Terminiations (Enrolled) Post Occupancy Withdrawals (Not Enrolled)

Total Post Occupancy Cancellations

Waitlist Demand (Attended but Not Housed)

Retention Data Based on first-year, full-time cohort

GPA Data

Goal 2: Enhance services supporting engagement in the residential

experience



Inclusive and Equity Strategies

Support innovative learning spaces and opportunities.

Increase efficiencies and clarity in process and project management.

Further integrate and develop diversity and inclusion practices. Outcomes

Align technology and space needs to ensure sustainable inventory and budgeting.

Maximize client and student-centered event services through space allocation.

Map cross-functional processes across all HRE areas to increase consistency in practice.

Implement project management system among Admin Services Team

Implement the South Campus Housing & Dining Project Plan

Integrate inclusive and equitable practices in communications and assessment. Outcome Status Common area improvements within HRE continued on campus including sound system repairs, AV system updates, and new table installations within the Peterson Heritage Center. Upcoming projects such as the PHC dining refresh project and MHC furniture refresh project are underway and will help to support fresh dining, study, and social interactions. The projects have been informed by student data from our Residential Satisfaction Survey and in-person assessment boards ensuring that improvements align with student needs. Student needs have also been integrated into project management for the Kahlert Village project whereby HRE will add 992-beds to campus. The Housing team continues to plan for this building by strategizing application cycles, marketing, building designations, resident services, classroom technology, and staffing needs. The Housing team also continues to focus on social justice and inclusion within our communications and assessment area as seen by consultations about student demographic questions with AER, affirming policies utilizing NSSE data (i.e. roommate self-selection), and data analysis relating to the experience of microagressions and climate on campus for underrepresented students. To expedite our work, the Housing team continues to utilize a project management software system called Asana along with IT inventory software (Spiceworks), interview software (Vervo), scheduling software (Deputy), and communication software (Slack) to remain nimble, efficient, and forward thinking. Key Findings and Actions Taken Over the previous year HRE worked to assess technology needs including TV and streaming services among our residential population. Utilizing both national and University of Utah-specific data, we confirmed a decrease in student demand for cable services in residential rooms.

Students reported increases in entertainment content streaming on laptop and mobile devices and decreased utilization of coaxial provided cable TV services. In order to be good stewards of student funds and meet student expectations, HRE has shared this data with UIT and plans to decommission coaxial cable services within residential room spaces beginning Fall 2020. HRE will prioritize student needs by providing strong wi-fi connection points in all buildings to support streaming services, and will maintain common-area UTV connections across residential buildings to support community building and socialization. HRE will continue to analyze utilize ResNet related data to inform future decision-making, address student demands, and improve overall ResNet services within on-campus housing. Relationship to the Retention and/or Graduation of Students Students that live on campus and get involved are retained and graduate at higher rates than students that do not. In order to support students staying on campus, HRE works to provide student services including academically-minded spaces and technology to support academic success (computer labs, rentable equipment, group study rooms, wi-fi service). These services provide a level of convenience and support among our students that results in high student satisfaction rates with on-campus living and a high likelihood of them recommending living on campus to others. In fall 2018, a total of 87% of students stated they would recommend living on-campus to others (on a scale of 1-10 with 1= “Not at all likely” and 10 = “Extremely likely”; these scores included students who indicated a ranking of 6 or higher on the scale.) In fall 2018, HRE received a Net Promoter Score (NPS) of 9.34 when students were asked to rank their likeliness of recommending others to live on campus on a scale of 1 to 10. This NPS indicates that students are likely to recommend living on campus to others and are more likely to be promote the HRE brand through word of mouth. NPS range from -100 to +100. A positive score is considered good. Excellence is reached at a score of +50.

Goal 3: Ensure long term viability of the department


Strategic Enrollment Management

Inclusivity and Equity

Facilities and Resource Management Strategies

Develop a plan and work towards being a self - supporting auxiliary

Ensure department aligns student costs with service delivery

Ensure that we engage in competitive pricing best practices

Promote efficiency in all aspects of university operations Outcomes

Develop an extended overview budget that includes all properties and debt service

Rate development equation and process

Work with Facilities to integrate projection of R&R demands

Work with Admin Services to integrate the projected occupancy into the overview

Fully implement "One-Bill Project"

Develop processes associated with Optional Services that are cross-functional, trackable, and clear in alignment. Communications to residents and stakeholders is timely and updated regularly.

Outcome Status Throughout the summer of 2019, HRE’s accounting team worked to develop an extended overview budget that includes all properties and debt service. This financial tool allows HRE to be able to see into the future regarding its financial direction. It provides the means in which we are able to see properties coming on-line or going off-line and what that means to our long term viability. It allows HRE to plan, forecast, and update as we continue to look into the future. A system has been developed in which rates for the upcoming academic year are posted to our HRE website by Ocotober 1st. Through this process, it allows HRE to have rates available to potential residents to use in their decision making. A monthly meeting between our Associate Director of Facilities and our Assistant Director of Budget occurs before the regularly scheduled “Renewal and Replacement” meeting to review information. These meetings lead to the bigger perspective of making sure that the R&R needs of upcoming years are incorporated into the 10 year budget in order to determine self-reliance for HRE. This is on-going process. The verification of rates are done through a review with our Budget, Marketing, Dining, and Occupancy Management team. The Occupancy Team works through and verifies the anticipated occupancy percentages in our budget. With the development of the extended overview budget aforementioned, it allows HRE to test rates into the future regarding reasonableness and sustainability. One of the biggest outcomes that was reached was the conversion to the combined University Tuition and Housing Bill. This large milestone took effect in the Spring 2019 semester. All of the housing charges were added to the University Tuition bill. This was a great step for HRE as the accounts receivable is now handled by the University Income Accounting department. In addition, it provides a better service to our students by having the tuition and housing charges on the same bill. This was a collaboration with several departments across campus. The tracking of optional services is being maintained through excel. The optional service is a collaboration between the Finance team and the Facilities Maintenance team in regards to the placement of optional services into the resident spaces. In addition, the inventory management happens through the work of these two teams. Through the benchmarking with other institutions, as well as HRE’s data analysis, it has been determined that we no longer will do refrigerator rentals after FY 19/20. HRE will continue to analyze and monitor the optional services that we offer to make sure they are viable. Key Findings and Actions Taken Through the implementation of the housing bill into the tuition bill, it has allowed our Accounting team to gain some efficiencies in regards to work load. This has allowed balance sheet account reconciliations as well as meal plan analysis to be done sooner as we are not having to do the collections of receivables that HRE was previously doing. The student experience has improved in regards to their understanding and paying of their tuition and housing bill. Before the transition in Spring 2019, they had two different bills, one for

tuition and one for housing. With the implementation of the new University system, they now have one bill. In addition, they also still have the option to set up monthly payment plans to address their bill. The next phase that we are looking at with our billing process is to incorporate the “Pro-ration tool” Due to the extensive work that was involved in converting to the “one bill implementation”, we were unable to incorporate the pro-ration tool into fiscal year 18/19. This is something that we are looking to incorporate in the upcoming year. Relationship to the Retention and/or Graduation of Students Students that live on campus are more successful in the classroom, have a higher retention rate and a higher graduation rate. By increasing access to on-campus housing, HRE supports these student success outcomes. All functional areas within Housing & Residential Education focus on and support students in this effort. Utilization Data Below is a percentage summary of where our residents work.

Location of work % of Students

On campus 18%

Off campus 20%

Both on and off campus 4%

Does not work 58%

Goal 4: Develop an inclusive and engaged community where all

members thrive


Student Engagement and Support

Student Health and Wellness


Strategic Enrollment Management Strategies

Advance the Residential Learning Model to enrich the student experience.

Support students with marginalized and underrepresented identities.

Maximize campus partnerships for the benefit of residential students.

Explore and refine administrative policies and procedures to develop best practices. Outcomes

Develop and implement strategies to meet the learning outcomes for communities.

Review strategies and adjust learning plans

Assess achievement of learning outcomes

Outcome Status Strategies for each community were implement and measured using a contact tracker, which measured the saturation of our outcomes by measuring the number of residents each student leader directly interacted with on each outcome. By fully understanding who we are reaching in oru community, we were able to quickly also determine who were not reaching. Mid-year corrections were able to be implemented as well as determining if the resident was active in the community or had already connected with community outside of the halls (Greek, sports teams, academic clubs, etc.). The Residential Learning Model Committee met each week and adjusted learning plans after each strategy review. This provided a continuous feedback loop of strategize, implement, and then assess. The quick change to the RLM items there were not working allowed Residential Education to create a meaningful experience for the maximum number of residents. Key Actions and Findings The 2018-19 Residential Learning Model included sequencing, assessment, and key alignment points with the four learning outcomes. The below overview addresses spring 2019 Residential Learning Model delivery to residents by Lesson Plan, in Total, and Percentage of Residents per Strategy.

All UTalks

Lesson Plan Total

Community Members

Attended Did Not Reach Unaccounted Unknown**

Career Exploration

2889 2081 707 101

72.0% 24.5% 3.5%

Thankful for U 2910 1850 950 110

63.6% 32.6% 3.8%

Micro-aggressions

Matter 2912

1895 873 144

65.1% 30.0% 4.9%

TOTAL* 8711 5826 2530 355

66.9% 29.0% 4.1%

All Community Meeting

Lesson Plan Total

Community Members

Attended Meeting

Followed Up 1-1

Did Not Reach

Unaccounted Unknown**

Spring Opening Meeting

2911 1302 1418 179 12

44.7% 48.7% 6.1% 0.4%

Ballin' on a budget

2908 977 1152 675 104

33.6% 39.6% 23.2% 3.6%

Spring Closing Meeting

2900 1042 986 244 628

35.9% 34.0% 8.4% 21.7%

TOTAL* 8719 3321 3556 1098 744

38.1% 40.8% 12.6% 8.5%

All Promote & Go's

Lesson Plan Total

Community Members

Attended Talked, Did not Attend

Did Not Reach

Unaccounted or

Unknown**

Blackout 2913 167 1956 764 25

5.7% 67.1% 26.2% 0.9%

Let's Talk About Love

2911 172 1543 621 117

5.9% 53.0% 21.3% 4.0%

Games, Games, Games

2906 112 1892 638 264

3.9% 65.1% 22.0% 9.1%

End of Year Bash

2910 211 1715 609 375

7.3% 58.9% 20.9% 12.9%

TOTAL* 11640 662 7106 2632 781

5.7% 61.0% 22.6% 6.7%

*Data does not include off-site properties (Block 44, Cedar Court 700, Downtown 1 & 2) ** In some instances, “Unaccounted or Unknown” residents were removed from data sets at the community level. This is addressed by calculating “Total Community Member” counts. Percentages and totals are based on total reported residents, not actual residents. Relationship to the Retention and Graduation of Students Participation in initiatives will lead to higher engagement levels which influences retention and graduation

Utilization Data

Residential Curriculum Pedagogy

Residential Curriculum: Learning Goals

Goal 5: Facilities will provide a high quality, comfortable living

environment for all residents



Student Engagement and Support Strategies

Maintain the facilities in a manner that lengthens the useful life of the buildings and equipment.

Maintain the facilities in a manner that supports student community.

Maintain the facilities in a manner that supports student safety.

Structure Facilities Management to support sustainability at the triple bottom line: Environment, People, Finances

Outcomes

Support student community through thoughtful prioritization of facilities activities and tasks.

Support student safety as the number one priority in facilities directives.

Lengthen the useful life of the buildings and equipment to support a positive educational learning and living experience for all residents.

Strive to increase sustainability through purchasing, programming, and environmental stewardship.

Outcome Results Building maintenance mechanics have reached the APPA Level II standard. In the next year we will evaluate the level of support needed by outside contractors in order to be efficient with dollars used for call-in work. Renewal and Replacement projects based on the Facilities Audit were engaged. In our long standing partnership with the University Office of Sustainability and Big Brothers Big Sisters, we collected enough clothing and household goods to fill two box trucks with student donated items during spring move out. Systems are being tested to ensure they are sustainable for implementation as we extend into the Kahlert Village. Key Findings and Actions Taken The number of staff that attended the TMA user conference will support utilizing the system to its full potential and being able to pull reports that align with outcomes. The Facilities Audit was remodified to a more user-friendly format. The Facilities Information Coordinator, Project Coordinator, and Asst. Director of Maintenance worked to ensure that the system could be sustained through to the next Faculties Audit assessment. Data from this report is the basis for project budget development. Planning for a second layer of security in the residence halls and upgrading the Officers Circle entrances was prepared in order to seek funding.

Relationship to the Retention and Graduation of Students By providing a comfortable and safe living environment and reducing the need to request service to one’s living space, HRE facilities directly impacts the student’s ability to study, build relationships and be successful in reaching the goal of graduation. Utilization Data

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July Aug Sept Oct Nov Dec Jan Feb March April May June

2016-2017 319 1371 759 1032 825 818 877 748 958 638 1183 468

2017-2018 469 1335 835 613 675 674 742 654 619 722 540 503

2018-2019 485 1749 879 809 861 709 774 661 673 705 503 510

Average 424 1485 824 818 787 734 798 688 750 688 742 494

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Corrective Work Order Requests

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2016-2017 58 24 49 69 23 39 349 227 653 867 430 226

2017-2018 283 236 241 247 186 248 161 167 175 311 171 137

2018-2019 192 183 427 560 518 704 836 723 729 942 528 463

Average 178 148 239 292 242 330 449 372 519 707 376 275

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2016-2017 2017-2018 2018-2019 Average

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Resident Requests

2016-2017 2017-2018 2018-2019 Average

Goal 6: Provide dining experiences and environments that enhance

the university experience


Student engagement and support

Student health and wellness

Facilities and Resource Management Strategies

Provide product and dining concepts that exceed student expectations.

Advance a cohesive residential dining framework for students in the use of their meal plan.

Management: Financial, Administrative, Facilities

Communication of meal plan attributes to residents

0

200

400

600

800

1000

1200

1400

1600

1800

2000


2016-2017 377 1395 808 1101 848 857 1226 975 1611 1505 1613 694

2017-2018 752 1571 1076 860 861 922 903 821 794 1033 711 640

2018-2019 677 1932 1306 1369 1379 1413 1610 1384 1402 1647 1031 973

Average 602 1633 1063 1110 1029 1064 1246 1060 1269 1395 1118 769

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tsTotal Maintenance Requests

2016-2017 2017-2018 2018-2019 Average

Outcomes

Develop an effective assessment plan to accurately measure student dining satisfaction.

R&R planning for all Residential retail and dining operations.

Advance the Real Food Challenge to be 20% by 2020.

Benchmark service hours at locations to ensure they are meeting the needs of students. Outcome Status Utilized student assessments and focus groups to identify student needs and to inform priorities that align with our strategic plan. Planning with Chartwells (third-party vendor) in order to synchronize all tasks that align with our strategic plan and make any necessary changes throughout the process based on student data. Key Findings and Actions Taken Established student dining committee to provide critical input in student dining satisfaction across campus. Increase Real Food Challenge from 13% to 16%. We continue to work with University sustainability team to implement changes in our dining program to reach our goal of 20%. Conducted inventory of all food service equipment to enroll in the TMA program in order to accurately track and project budget for maintenance on replacement. Developed improved relationships between student organizations and Chartwells (third-party food service vendor) in order to create flexible and affordable menus. Extract feedback from focus groups and apply actions to resolve and improve dining operations. In regards to variety, the following themes are in rank order that students would like to see more of:

Theme Current Year Rank, 2019

Previous Year Rank, 2018

Italian 1 1

Asian 2 2

Mexican 3 3

Thai 4 4

Fish 5 5

In regards to accommodations, the top requests are as follows:

Accommodation Current Year Rank, 2019

Previous Year Rank, 2018

Lactose Free 1 2

Vegetarian 2 1

Gluten Free 3 3

Vegan 4 4

Relationship to the Retention and/or Graduation of Students

Residents have access to one of their basic needs, food. The social framework of food is a contributing factor in the residential community. Utilization Data

In regards to meal plan popularity, the chart below shows the breakdown for all residents required to enroll in a meal plan.

2015-16 2016-17 2017-18 2018-19

Required Meal Plan 1688 1953 2114 2067

Optional Meal Plan 484 566 683 828

Total 2172 2519 2797 2895

16881953

2114 2067

484 566683

828

2172

2519

2797 2895

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Meal Plan Utilization Trend Data

Required Meal Plan Optional Meal Plan Total

Required and Optional Meal Plan Participation As of September 20, 2019

*Total required rooms for meal plans: 2088

**Required Meal Plan Participation in 2018-2019 decreased by 2% compared to 2017-2018.

*Optional Meal Plan from 2018-2019 increased by 21% compared to 2017-2018.

Plan 21 Plan 18 Plan 15 Plan 10 Block 150 Block 40Lassonde

BlackLassonde

RedLassonde

White

2015-16 238 285 436 283 393 53 0 0 0

2016-17 233 298 409 283 418 71 172 69 0

2017-18 292 368 554 234 355 68 151 89 3

2018-19 276 352 558 247 329 62 155 101 0

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Required Meal Plan Participation

2015-16 2016-17 2017-18 2018-19

Plan 21 Plan 18 Plan 15 Plan 10 Block 150 Block 40Lassonde

BlackLassonde

RedLassonde

White

2015-16 21 24 76 67 98 198 0 0 0

2016-17 19 16 67 65 101 209 30 18 41

2017-18 36 38 93 48 118 232 39 24 55

2018-19 47 61 116 82 176 222 39 42 43

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Optional Meal Plan Participation

2015-16 2016-17 2017-18 2018-19

Goal 7: Cultivate principles of staff excellence among all HRE staff


Strategic Enrollment Management



Staff Excellence

Strategies

Plan for and implement a sustainable and scalable department staffing model. Develop effective recruitment plans and practices to attract a diverse staff.

Support ongoing professional development and recognition opportunities among all staff. Outcomes

Conduct a staffing review and analysis.

Develop or implement recruitment technologies to maximize search processes.

Provide opportunities for individual competency and career development.

Pursue campus, local, regional, national, and international recognition opportunities for HRE staff, programs, and department initiatives.

Outcome Results As HRE continues to grow, we continue to assess and analyze our staff levels in order to ensure student support services, safety needs, and ongoing operational needs are met. To align staffing needs, this past year HRE made several staffing changing including Residential Education’s adjustment to a Resident Director staffing model, the addition of a Resident Outreach Coordinator position, the addition of overnight security staff within our Resident Services area, and the addition of a Director of Residential Education and Director of Housing roles to support departmental sustainability and leadership. HRE’s leadership team continues to assess staffing alignment to ensure HRE’s mission and values are advanced. To assist in recruiting a diverse and talented staff, HRE has leveraged technology including Vervo interviewing software thus allowing for greater access, efficiencies, and review of staff candidates. To support staff development and growth, HRE worked to facilitate staff professional development plans with 100% of HRE team members based on ACUHO-I’s Body of Knowledge and competency areas. A master calendar of professional development opportunities was developed for integration into the professional development process. To recognize the good work of HRE, our staff has submitted nominations for recognition and received recognition at the campus, regional, and national level. For example, the department submitted 145 nominations for a staff member or program to the HRE Golden Swoops event for the 2018 year. At the national level, HRE received the “Best of Show” award for our marketing video at the ACUHO-I Business Operations conference; an award recognizing the best marketing piece submitted at the national level. Key Findings and Actions Taken HRE staff worked to re-assess and develop our annual departmental training calendar, thereby allowing for consistent training, tracking, and monitoring of annual training needs. This calendar will be integrated with HRE’s social justice and inclusion training expectations to advance

ongoing bystander training, Intercultural Development Inventory training, and SADC/divisional engagement at a variety of levels. Over the past year, 4 HRE staff members were trained as IDI Administrators, 30 attended at least 3 SADC workshops, 3 received BOC facilities training certifications, and 11 received 40-hour Sexual Assault Response training. This is but a small list of the trainings and certifications HRE have attended and received over the past year. Relationship to Retention and/or Graduation of Students The cultivation of exceptional staff provide service in alignment with our values. Our team’s development is of critical importance in order to ensure excellence in student response, engagement, and support of student outcomes. By having a well-trained, well-informed team, HRE positions our team to innovate, implement best practices, and help our students thrive.

Part 2: Plans for the Future

Anticipated Challenges

Debt Service Payment Increase: The debt payment for the Heritage Commons facilities was

consolidated. Beginning in FY 2021 the Facility Rent will begin to fluctuate at the same time

that the 10 year R&R average has incremental increases. The impact will be a decrease in the

amount returned to the bond.

Enrollment Data and Incoming First-Year Students: New enrollment strategies resulting in

projected increases among First-Year students (domestic and international) will continue to

present an increase in demand for housing. This demand should be met by the addition of

Kahlert Village as a first-year residence hall space providing over 900 beds. It is important for

HRE to maintain close working relationships with enrollment staff and look at ways we can

better share data to make informed decisions are buildings and room designations for first year

and our continuing resident population. Future enrollment projections will need to be addressed

early and often in preparation for the housing cycle as a means to sustain financial success,

maximize occupancy, and most importantly prioritize student success on campus.

Anticipated Opportunities

Strategic Enrollment Management Plan: The University’s Strategic Enrollment Management

Plan for the campus is an opportunity to advance our strategic planning, and anticipate and

project occupancy rates based on the recruiting efforts and retention numbers at the University.

This allows us to better serve students and allocate appropriate beds to certain populations.

Focus on First Year students living on campus: The renewed focus on striving to house a higher

percentage of First Year students will be an opportunity and a challenge. The focus centers

student success and promotes a focus on retention and persistence. We know students who

live on campus their first year are twelve percent more likely to graduate. Opening for Fall 2020

will be Kahlert Village which will house over 900 first-year students in living learning

communities center around community engagement, health and wellness and STEM.

Residential Education Addition of a Resident Outreach Coordinator (ROC): Adding one ROC to

the Res Ed team is expected to increase the level of care we can provide to students of concern

as well as connections to campus resources (ODOS, WRC, LGBT, VSAs). The ROC will not

set treatment plans for students of concerns, but will act as an allocator of resources to connect

students.

External Collaborations: Exploration of partnering with support resources, such as University

Counseling Center, for afterhours support in Kahlert Village. With increased numbers of

residents living on campus this has also increased the number of after-hours mental health

crisis needing assistance.

Living Learning Communities and Theme Communities: Utilizing the internal review and

external review data an evaluative process a rubric was developed for both Res Ed interaction

and LLC/TC partner interaction expectations. The rubric was rolled out to Res Ed staff during

June training and to LLC/TC partners in July 2018. This rubric is informing Kahlert Village

collaborations while determining this year what LLC/TC programs will become part of Kahlert

Village.

Grants or Contracts

Gifts/New Revenue

Part 3: Staff Excellence

Professionalism Housing & Residential Education has a professional development planning tool which utilizes the ACUHO-I Body of Knowledge as a framework for staff to identify up to three areas in which they would like to advance their learning. There is a financial planning document available that supports resourcing the goals. These goals are integrated into the staff member’s UUPM throughout the year. Recruitment and Retention of Highly Qualified Staff Housing & Residential Education has a wide variety of positions for staff. This also means there are a variety of recruitment needs within the department. We work closely with Human Resources to determine the appropriate place to advertise positions beyond the University’s job board. Most of these sites come at a cost, which we have built into the budget.

HRE Staff and Student Leaders

HRE Department Positions

Full Time Staff Part Time Staff

Graduate

Assistants

Total Student

Leader

Positions*

Temporary

Summer Staff

(2019)

91 19 5 159 22

*HRE Student Position Breakdown

Resident

Advisor Desk Assistant

Residence Hall

Association

Mailroom

Assistant

Housing

Ambassador

83 28 9 12 13

Student Desk

Managers

Social Justice

Advocates Event Set Up

Information

Technology

6 6 1 1

Diversity In line with the University and Student Affairs’ commitment to diversity, HRE is also committed to recruiting a diverse pool of candidates for each job opening. We utilize a list of job boards provided by HR to select the best option for the type of search we are conducting. We use at least one diversity-focused site for all full-time positions. The most common fee-based boards we use that include a diversity focus are: KSL, Indeed, Online Salt Lake Tribune, HigherEdJobs- Affirmative Action email blast. Our Facilities team has also developed relationships with HR and local agencies that work with refugees. Full-time Staff Recruitment Process For all searches, there is some level of search committee and process. For full-time positions, a committee chair as well as several committee members is assigned to carry out the search process. As part of the recruitment process we also determine if a national (placement exchange/onsite interview setting) or local search is most appropriate. In general, our Management Team and Residential Education searches are done on a national level. Searches for positions at the national level might utilize additional job boards if deemed necessary. These job boards include: HigherEdJobs, NASPA/ The Placement Exchange, OshKosh Placement Exchange, APPA

Most positions fall into the following job categories and are labeled as national or local searches:

Associate and Assistant Directors- National

Coordinator- National for most

Graduate Assistant- National

Accounting Specialist/Data Information Coordinator – Local

Crew Lead- Local

Full and part-time custodians, maintenance mechanics, storekeepers- Local

Temporary summer staff- Local

Other student positions- Local Student Leader Recruitment Processes There are uniquely timed processes to support all student leader roles in the department. Job opportunities for students to engage in student leader roles become available throughout the year and marketing campaigns support student recruitment cycles.

Retirements, accomplishments

Retirement Frank Sitton, Associate Director of Facilities Cedo Petrovic, Maintenance Mechanic

National Awards

Last name, First name Award title, from Example Organization

Aho, Rachel Outstanding Commitment to ACPA’s Strategic Imperative for Racial

Justice and Decolonization, ACPA, March 2019

Marketing &

Assessment Team

Best in Show Award, ACUHO-I Marketing Awards, ACUHO-I

Business Operations Conference, October 2018

Marketing &

Assessment Team

Best Video Award, ACUHO-I Marketing Awards, ACUHO-I Business

Operations Conference, October 2018

Regional Awards

Award title, from Example Organization

Davis, Timothy NASPA Region V Outstanding New Professional

Fofana, Crysta Association of Intermountain Housing Officers Graduate Student of

the Year.

Committees, Regional and International

Last name, First name Committee 1 Name (role)

Aho, Rachel Committee Member, Nominations and Elections Task

Force, American College Personnel Association (ACPA)

Aho, Rachel Assembly Leader, Communities of Practice, American

College Personnel Association (ACPA)

Aho, Rachel Reviewer, Journal for College and University Housing

(ACUHO-I)

Davis, Timothy Association of Intermountain Housing Officers 2019 Host

Committee Conference Co-Chair, Western Regional

Conference Planning Committee, ICA Showcase

Justesen, Todd Association of Intermountain Housing Officers 2019 Host

Committee Conference Chair, ICA Showcase

Remsburg, Barb ACUHO-I Foundation Regional Cabinet Representative

Association of Intermountain Housing Officers Senior

Housing Officer Institute faculty

Schreiner, Jenni Association of Intermountain Housing Officers 2019 Host

Committee Conference Co-Chair

Campus Community Committee Involvement

Aho, Rachel Presidential Anti-Racism Task Force Member

Aho, Rachel Inclusive Restroom Task Force Member

Davis, Timothy Safe U

Justesen, Todd Behavior Intervention Team

University of Utah Homeless Student Task Force

Maschoff, Lexie Homecoming Committee Member

Maschoff, Lexie Red White and U Day Logistics Committee, University of

Utah

Padilla, Duane University Staff Council

RFP Selection committee for Collections Agency

Schreiner, Jenni Student Affairs Diversity Council

Scofield, Jo Student Affairs Professional Development Committee

University Staff Council

Presentations and Publications

Quaye, S. J., Aho, R. E., Beard Jacob, M., Dominque, A. D., Guido, F. M., Lange, A. C.,

Squire, D., & Stewart, D. L. (2019, January). A bold vision forward: A Framework for the

strategic imperative for racial justice and decolonization. ACPA: College Student

Educators International.

annual report 2018-2019 i. overview …...only students). for the spring 2018 semester, first year...

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