Student Affairs Strategic Action Plan 2024-2028

Introduction

The Student Affairs strategic vision, mission, values, and five strategic focus areas are intentionally aligned with the Laurier Strategic Action Plan and complementary to the Strategic Academic Plan, Strategic Plan for EDI, and Indigenous Strategic Plan.

Student Affairs departmental units cater to all current Laurier students – whether they are completing their undergraduate, graduate, or professional studies – and provide tailored support to enhance students’ daily lives. We take a holistic approach to student support, offering programs and services targeting: academic success, health and well-being, community-building, advisory and inclusion programs, athletics and recreation, experiential learning, career development, and much more.

We strive for an environment that fosters growth and resilience so that students can navigate their university career with confidence, while feeling a sense of belonging in both their academic and personal journey at Laurier. Ultimately, we are committed to developing exceptional citizens that aspire to leave their positive mark on the world.

The Student Experience

Goal 1: Strengthen student support and success practices that increase belonging, engagement, and campus pride.

Objectives:

• Provide inclusive, diverse student services, resources and supports that complement student success both in and outside of the classroom.
• Create efficient communication pathways for students to easily access services, resources and supports.
• Deliver holistic health and wellness services emphasizing student care and well-being in all seven dimensions of wellness.
• Enhance access to resources and programs that address financial and food insecurity through a comprehensive approach with campus partners.
• Advance experiential learning and career development as an integral function of preparing future-ready graduates.

Equity, Diversity, Inclusion, and Indigeneity

Goal 2: Cultivate an equity-minded culture with inclusive practices to support diverse students and staff.

Objectives:

• Develop access and pathways to increase support for under-represented students.
• Integrate cultural best practices into health and wellness programs.
• Collaborate with colleagues for equity, diversity, inclusion, and Indigeneity training.
• Enhance integrated international student support.
• Create inclusive digital and physical spaces/resources for diverse populations.

Operations and Department Culture

Goal 3: Foster a culture of innovation, teamwork, and continuous improvement supporting a high-performing collaborative team.

Objectives:

• Establish key metrics, targets, and accountability lines to inform data-driven decision making.
• Provide robust employee engagement programs that promote cohesion and professional development.
• Create a mentorship program for staff and student development.
• Develop onboarding policies and practices for success.
• Support informed research practice to align resources with proven program success.

Reputational Excellence

Goal 4: Pursue excellence through best-in-class practices.

Objectives:

• Enrich a culture of research and assessment to drive innovation and continuous improvement.
• Invest in building and sustaining our Golden Hawks athletic teams' success.
• Amplify local, provincial, national, and international communications and public presentations of excellence.
• Maintain and enhance multi-campus physical infrastructure to ensure consistent opportunities for students to be engaged and connected to a community.
• Strive for best-in-class student self-efficacy, sense of belonging, and aspiring satisfaction.

Financial Sustainability

Goal 5: Align fiscal practices with department strategic goals.

Objectives:

• Ensure precise management and accountability of student resources.
• Collaborate with the undergraduate Students’ Union and the Graduate Students’ Association to reimagine the funding formula to align with institutional shared priorities and highest priority student needs.
• Develop a comprehensive development fundraising strategy to support exceptional student experiences.
• Continuously assess, transform, replace, or eliminate all underperforming programs.
• Collaborate with institutional partners in the development of a comprehensive housing asset monetization strategy; master plan; and the ultimate financial modelling, design, and operational dynamics of the Seagram Project.