The challenge of chief student affairs officers: Planning for the future

Abstract

Chief student affairs officers should play a leadership role in institutional advancement activities because, as members of the top-level administrative team, they help determine how to implement institutional missions and strategic plans. Therefore, student affairs administrators should include institutional advancement activities in their job descriptions.

Should Student Affairs Offer Remedial Education?

“…Finally, as an educator , the CSAO must promote, create, and structure student aþairs programs that support the educationa l mission of the institution. Other studies have expande d the CSAOÄs role as mediator to include the handling of external constituents in the form of contract services (Goodale, 1997) and fund raising (Gold, Golden, & Quatroche, 1993) and as educator in the support of the institutional mission (Bloland et al, 1996 ;Thomas, 1976).…”

An Examination of the Role of Fundraising in Divisions of Student Affairs at Seven Four-Year Public Universities in the Midwest

“…Acknowledging Shay's finding, Hodson (2010) also asserts that presidents are ultimately responsible for the success of the fundraising program, for they are in the best position to create the vision, establish priorities, and make the case for support. Whether or not the division of student affairs is part of that vision relies on the senior student affairs officer's ability to articulate the student affairs perspective and its support of institutional goal setting and planning (Gold et al, 1993;Gordon et al, 1993;Miller, 2010;Terrell & Gold, 1993). Therefore, the senior student affairs officer should become, if not already, an integral part of strategic planning.…”

“…There has been an increase in the number of student affairs divisions engaging in fundraising initiatives and development efforts (Crowe, 2011;Fygetakis & Dalton, 1993;Gold et al, 1993;Gordon et al, 1993;Hillman, 2002;Hodson, 2010;Jackson, 2000;Kroll, 1991;Miller, 2010;Morgan & Policello, 2010;NASPA, 1997;Penney & Rose, 2001;Rissmeyer, 2010;Romano et al, 2010;Rovig, 2008;Schoenecke, 2005;Schuh, 2003;Shay, 1993;Sonn, 2008;Terrell & Gold, 1993). Involvement requires that staff in student affairs, primarily the senior student affairs officer, clearly articulate the impact of student affairs programs and services to students on the quality of the lived experience on campus and their contributions to persistence.…”

“…Many factors contribute to higher tuition costs, such as faculty and staff earnings, increased cost of health care benefits, deferred facility maintenance, rising utility costs, technology advancements, and student expectations of modern amenities (Rovig, 2008). As expected, colleges and universities look to educational fundraising as an important vehicle for seeking external resources (Crowe, 2011;Gold, Golden, & Quatroche, 1993;Kroll, 1991;Matasar, 1998;Rovig, 1 2008;Schuh, 2003;Shay, 1999;Woodward et al, 2000).…”

“…Although a fairly new practice in divisions of student affairs, fundraising is surfacing as a viable source of external funding for student programs and services (Kroll, 1991;Miller, 2010;Rovig, 2008;Schoenecke, 2005;Schuh, 2003;Terrell & Gold, 1993). With increased involvement in fundraising by divisions of student affairs, little research has been conducted on the topic regarding student affairs participation and role (Arminio, Clinton, & Harpster, 2010;Gold et al, 1993;Gordon, Strode, & Brady, 1993;Kroll, 1991;Miller, 2010;Rovig, 2008;Schoenecke, 2005;Terrell & Gold, 1993). Therefore, it becomes critical to examine the involvement of divisions of student affairs as partners in meeting the fundraising goals of the institution.…”