CWRU
2014-2017 Strategic Plan
Strategic Plan 2014-2017 Midway Progress Report

Learn more about our current divisional goals online or download the summary brochure [PDF, 1.28MB]


2016 Organizational Chart
Thumbnail of Org Chart

Division of Student Affairs Strategic Plan

Over the past 20 years the Division of Student Affairs (DSA) at Case Western Reserve University (CWRU) has developed multiple assessment plans, SWOT analyses, and annual reports. Although a document was created in September of 2008 entitled Strategic Planning, it was not the result of a divisional planning process. The last process oriented strategic plan which was located in office archives was from 1992. From 1999 to 2007, CWRU experienced multiple shifts in leadership. With each new administration different institutional philosophies were articulated necessitating ever changing ways to report how programs and services were delivered.

Factors Influencing this Strategic Plan

CWRU is currently experiencing stability at the highest level of leadership. The President and Provost concluded their first five-year strategic planning cycle and launched the second five-year plan in the fall of 2013. In the summer of 2013 the Vice President for Student Affairs for the past twenty-six years retired and a new Vice President, Louis W. Stark began that July. The convergence of these events, combined with foundational readiness of the DSA has set the stage for moving forward in the planning arena.

Anticipated Trends and Initiatives Impacting Planning
  • Increase in the undergraduate enrollment will result in increased funding needs for programmatic support services for all students.
  • Focus on student engagement and retention.
  • Need for greater sensitivity and training for appropriate service provision throughout the university to new student populations.
  • Need for additional undergraduate student residential spaces.
  • Increase demand for student services and programs.
  • Increase in human capital to effectively recruit for and support increased demand for services.
  • Competing needs of classroom versus meeting room spaces for students.
  • Exterior green recreation spaces are being consumed by new facilities.
  • Larger athletic team rosters may necessitate Jr. Varsity squads.
  • Graduate and Professional Student Service demands are being experienced in 11 departments and current UGEN Student Affairs resources do not account for graduate and professional student services.