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• Expansion, diversification, and support Leadership, academic, community service
• Be an influential voice that shapes our profession.
• Continuing a proud tradition of leadership and innovation.
• Continuing to be the model others seek to emulate.
• Aspiring to be the premier service provider and first choice for the state's growing population of low income and first generation students.
• Setting ourselves apart from our competitors.
• Aspiring to be the first and best choice for students' residential experience and the key to their success in college and life.
• Creating a more peaceful world by diversifying our student population with cross cultural skills.
• Achieving flagship distinction by cracking the top 100 public schools.
• Dedicating ourselves to the procurement of exceptional faculty and staff, recruitment of proficient student employees, and cultivating the next generation of student services.
• Providing outstanding customer service.

• It's time for some of our research to become a footnote.
• We need to see to our role as researchers by adding to the body of knowledge.
• We should embrace the possibilities that our role as practitioners locates us in the prime area to inform our role as researchers.
• We will maintain our expertise on students by viewing ourselves as The Center for Next Generation Practice and Research.
• An arm of the Center will focus on research for student services practitioners.
• To reach Carnegie "very high" we must increase the amount of international professors, researchers, and postdoctoral scholars working at the University.
• Establish a Center for Research in College Student Mental Health Everyone must assess for outcomes and effectiveness.
• Every student will have a co-curricular transcript upon graduation.

• Work to create an environment to encourage fitness and physical activity.
• Lead a cultural shift to create a "healthy" campus in developing the whole student.
• Achieve a 40% four-year graduation rate and 65% six-year graduation rate. February 26, 2016.
• Strengthen the academic profile, and thus preparedness, of the incoming freshmen class.
• Continue to recruit a mix of international, out-of-state and ÁùºÏ±¦µä scholars to provide a robust learning environment.
• Promote sustainable universal design.
• Promote progressive views of disability.
• We must develop a transformative, equitable, and inclusive educational effort.
• Appropriate handling of cultural differences that will lead to acceptance of our international students and scholars.
• Achieve cultural competence among staff and students.
• Look forward with our students to their futures.

• Fusing our work within the division (i.e. student employee training) and with academics (i.e. Diversity in the curriculum).
• Pursuing convergence and commitment.
• What do we have that academics wants?
  • Knowledge about diversity
  • Access to diverse students oSupport services for these student populations
  • Ability to assist in retention and completion rates in their colleges
  • Student services could teach ÁùºÏ±¦µäFit for faculty.

• The Center will develop a national Cultural Competence Conference and be at the forefront of educating college personnel across the nation.
• Hold safe dialogues on difficult topics. Expansion of the Union for large group meetings.
• A university center at the south end of campus in the Gateway precinct.
• Retaining students by infusing their heritage into the curriculum.
• Renaming The Center for Student Cultural Diversity to The Center. Every student, Every story.
• Build a standalone cultural center that serves to educate, inform and advance the understanding of those at the university, as well as the Reno community.
• Remaining accessible to, in fact significantly increasing, low income and first generation students as freshmen and as transfers from the community college. This will include working with parents.
• Every student will have an accessible device so they never have to self-identify as having a disability, i.e. the one on one collaboration between the Disability Resource Center and the Wolfshop. Washoe County School District pipeline that ensures preparation.
• 75% of the students at the University of ÁùºÏ±¦µä, Reno receive financial aid. That number is expected to rise to 90% by 2025.

• Adopting a philosophy division-wide that helps students, then helps students learn to do it on their own next time
• Counseling Services responsibilities will morph toward prevention, skills training and group interventions.
• As enrollment increases we seek to decrease the number of students needing our personal services due to intuitive technology offering 24/7 access, universal design and student acquisition of tools and information to help themselves.
• Use the ambient intelligence in the system of student information, advising reports, learning management, and the student success collaborative to personalize course, degree, and academic intervention recommendations for users.
• Create retention-based, interactive web resources that promote ease of access to ensure accessible and available information while increasing the efficiency of business processes to improve the student experience
• Dashboards, milestones, and seamless access to a student portal will provide students with customized links to in-person and virtual student services.
• Counseling Services and other offices will have a library of self-help literature and other on line interactive tools accessible on the web. Applications and other mobile methods of providing assistance will be available in addition to online therapy.
• Make interactive planning tools available to prospective students.
• Follow the evolution of student activity to student involvement to student engagement to student agency.
• Mentor students to become responsible citizens and ethical leaders.
• Our expertise embodies the practice that ensures equity, inclusion, and instilling agency in our students and their decision making.
• Advising students for life lessons beyond the university, i.e. Financial Aid Advisors becoming certified financial planners to create financial awareness not just financial literacy.
• What sets us apart (or what can set us apart) in customer service? 
• Work with students in cohorts (i.e.an entering Native American freshmen cohort that persists and graduates together) and work with students making a difference one student at a time.
• Make every student feel they are a member of the Pack.
• Teaching students and parents to use the technology that automates processes and is available 24/7.
• Use our advantage of offering student employees practical experience, i.e. in the Wolfshop.
• Create a management program in collaboration with College of Business Administration, all targets management program.

• iLead at the University of ÁùºÏ±¦µä, Reno will be at the local and national forefront in successfully promoting civic engagement and volunteerism among our students and in our community.
• Promote becoming a "college-going" mentor.
• Build a stronger City Campus partnership that empowers K-16 preparation and persistence.
• Contribute to the Washoe County School District Education Alliance "college going culture" plan.
• Align and partner with the city of Reno to display the rich and diverse cultural history of the Great Basin region.

"Four words, seven seconds."