OFFICE OF STUDENT LIFE & LEARNING - McGill University · Further collaboration on SLL’s vision/mission has been encouraged on social media. The vision/mission statements selected

OFFICE OF STUDENT LIFE

& LEARNING RESPONSE TO REVIEW TEAM

REPORT  

McGill’s Office of Student Life and Learning is appreciative of this collaborative, collegial and transparent effort and is ready and enthusiastic to embark on the challenges presented to it through the recommendations of the review team.

Ollivier Dyens Deputy Provost (Student Life and Learning)  

May 2016

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Executive Summary

The cyclical review process provided the Office of Student Life and Learning staff with the opportunity to hear feedback from students, Student Life and Learning staff, and colleagues outside of SLL on the contributions of our office to support the mission of Student Life and Learning.

OSLL staff greatly appreciates acknowledgement from the review committee on our efforts to establish a deeper connection amongst Student Life and Learning, on recognizing that relations with the Deputy Provost (Student Life and Learning) (DPSLL) are positive and valuable, on confirmation that our support functions are executed well, on validation of our positive interactions with SLL units, and on the positive sentiments from stakeholders across the University.

The report also highlighted the areas OSLL should focus on such as the continued development of its vision and mission statement, its need to foster relationships with students and student associations, its communication challenges with students, SLL sub-units and the rest of the university, and the clarification of the role of the Deputy Provost and the Office of Student Life and Learning.

Most importantly, the report has instigated an internal review of SLL as a whole, motivating staff to think critically and objectively about making improvements for the benefit of students– including as a first step changing the name of the Office from the Office of the Deputy Provost Student Life and Learning to the Office of Student Life and Learning.

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Vision and Mandate of Student Life and Learning, SLL sub-units and the Office of Student Life and Learning

RECOMMENDATIONS Give high priority to completing the development of the DPSLL/ODPSLL vision and mandate, and use these to draw together McGill’s SLL stakeholders. Clarify and articulate the mission and mandate of the Office. Both should be based on a shared vision by the different stakeholders and be inclusive enough to encompass all the core activities of the group. Communicate this mandate to all stakeholders in the SLL community. In particular, the mission and vision of student life and learning should be developed in collaboration with students. In describing the four Core Activities of the DPSLL/ODPSLL, use language that better captures the transformative aspirations of the Office. As the vision and mandate of DPSLL/ODPSLL continue to develop, the scope should expand to include consideration of how to draw professors into SLL and encourage professors to see themselves as key players in the SLL concept. RESPONSE These recommendation raise the importance of creating a compelling vision and mission for Student Life and Learning. If SLL wants to move forward, it needs to develop an understood, agreed-on purpose. The cyclical review committee also highlights the importance of developing or refreshing the vision/mission statements of SLL units (including OSLL) to ensure alignment with the vision/mission of SLL. The review committee also highlights the need to draw professors into the vision/mission of Teaching and Learning Services. ACTIONS TO DATE In April 2015, the Office of Student Life and Learning began developing the vision/mission of the “Office.” That mission/vision along with a set of core values has been shared with P7, and with the SLL Executive team (E-team) for distribution throughout SLL. The OSLL vision/mission was posted on the Deputy Provost’s website in February 2016.    

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In September 2015, the Deputy Provost, along with the SLL E-Team, began preliminary discussions on developing an SLL vision/mission statement. Feedback from the rest of SLL was encouraged at the SLL 2.0 consultation in December 2015. Close to 200 SLL employees across all 7 SLL units participated in the consultation. A second consultation is planned for June 2016. During the winter of 2016, an SLL Staff Council was created. The mandate of SLL Council is to provide a forum for discussing issues related to Student Life and Learning, presenting new initiatives and sharing best practices, and to brainstorm on different challenges and issues related to SLL and the rest of the university. The SLL Council is composed of 6 staff members from TLS, DOS, and OSLL (total 18). Larger units such as Enrolment Services, Student Housing and Hospitality Services, Athletics and Recreation and Student Services have 3 staff members each on SLL Council for a total of 12 staff members. The SLL E-Team is also present. At the first SLL council meeting in March 2016, council members were encouraged to work in teams to discuss the vision/mission statements developed during the SLL Consultation in December 2015. The Council then selected 3 vision/mission statements they felt captured the essence and purpose of Student Life and Learning. Further collaboration on SLL’s vision/mission has been encouraged on social media. The vision/mission statements selected by SLL Council were posted on Yammer in April 2016. The vision/mission will be discussed at the next SLL Council meeting in May 2016. PROPOSED FURTHER ACTIONS The Deputy Provost also recognizes the necessity to collaborate with students in developing the vision/mission of SLL. Student association executives, students, and SLL stakeholders across the university will be actively involved. Upon completion of the SLL vision /mission, the DPSLL will work with the SLL Executive-Team to refresh SLL unit vision/mission statements. The recommendation that the Core Activities of the DPSLL/ODPSLL be reshaped to better capture the efforts of the Office were heeded and are being re-though. As a proposed revision of our role we suggest the following.

Our foundation is student-centered. We strive to support a transformative student learning experience. Our core activities advance the missions of Student Life and Learning and the University by: • nurturing relationships with student associations: encouraging and enabling the

student voice to be heard across the University; • creating academic opportunities for students: building capacity for them to engage

in scholarly activities on campus or globally; • setting a strategic framework for student life and learning units: providing

leadership, guidance and support.

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Our work isn’t done alone. We engage with students, with faculties, with professors, and with senior administrators, which allows us to deliver the support that students need to have an exceptional experience. We connect student life to learning.

Lastly, the Deputy Provost is seriously taking into consideration the recommendation from the review committee to include professors into the SLL vision specifically within the context of TLS. The committee refers to TLS as a “misfit” since their mission is directed towards both students and professors while SLL’s mission is directed to students. The DP will actively engage SLL staff and the McGill community to find solutions to incorporate professors in SLL’s mandate. We also look forward to recommendations on this issue coming from the cyclical review of Teaching and Learning Services in FY18.

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RELATIONSHIPS WITH STUDENTS

RECOMMENDATION The relationships with the student body must be improved. The ODPSLL must foster good working relationships with students, including recognizing students as partners in student life and learning. RESPONSE

The Office of Student Life and Learning (OSLL) recognizes that relationships are constantly evolving, that they need to be based on mutual respect, and that they require a commitment from all involved to thrive. We also acknowledge that some relationships can be tenuous and difficult to manage. Although we strive to have positive interactions with students, our efforts are not always successful and in fact sometimes are perceived negatively by student associations.

Our genuine intention is to foster mindful and open relationships with the student groups, that can be sustained from one student leadership tenure to another and that will lead to productive and collaborative endeavors, allowing everyone to focus on opportunities instead of obstacles.

Good relationships will not be achieved without open and honest communication. While open and honest communication is always at the forefront of the OSLL interactions with students, the OSLL understands that it needs to be more diligent and proactive in addressing the issue of communication and consultation with the students (a more detailed response on communication can be found in the following recommendation).

Although not clearly differentiated in the report, the Deputy Provost (Student Life and Learning) also has a clear intention of not only addressing student needs and concerns as driven by the students associations, as is currently the case, but he would also like to connect more directly and frequently with students at large, given that the needs and concerns of the individual student may sometimes differ from those of the associations.

PROPOSED ACTIONS

We will endeavor to create an environment of trust and support, with greater accessibility to the DP/OSLL in order to build these good working relationships. We hope to implement a number of actions for Fall 2016 with work on the others over the next academic year.

Build social media platforms for DP/OSLL (Facebook, Instagram) Create an open online space for students to post questions

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Dedicate a weekly drop-in for students to encourage open discussions with the Deputy Provost and the staff of OSLL Publish a quarterly update of SLL wide initiatives on the DP/OSLL website and draft an OSLL annual report to showcase all the progress and achievements of Student Life and Learning Consider relocating the Deputy Provost’s Office closer to the student corridor, making him and the office more accessible to students; alternatively consider the DP having two offices (one in James Administration, one closer to the students). This action requires consultation with McGill Facilities and will require more lead time should it be implemented.

RECOMMENDATION Create a Student Advisory Committee with a clear mandate to foster open communication and mutual learning about issues of concern to students and the Administration. RESPONSE In order to act upon our previous commitment of building and fostering good working relationships with students, the Deputy Provost (Student Life and Learning) and the Office of Student Life and Learning recognize that communicating and consulting with students is key and agree that a student advisory committee should be created. The intent of establishing such a committee is to allow a diverse group of students the opportunity to offer insights, feedback and recommendations on enhancing Student Life and Learning directly to the Deputy Provost. All students on the advisory committee will be selected through an application and interview process. PROPOSED ACTIONS The Deputy Provost will work in collaboration with students and SLL staff to develop the mandate, membership, and terms of reference of the proposed committee, anticipating a fall 2016 implementation.

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COMMUNICATIONS

RECOMMENDATION Develop and implement a comprehensive communications strategy for the DPSLL/ODPSLL and clarify the role of the Communications team within that strategy as they relate to the DPSLL, the DOS, and the other SLL units. RESPONSE The DPSLL recognizes the need for a SLL-wide Communications strategy. Our goal is to create a supportive communications culture across the Student Life and Learning network. The culture we are striving for is one that supports honest, and open communication through a network of staff dedicated to encouraging dialogue on key issues and decisions and a commitment to share relevant information across all of SLL on a timely basis. Our success will be measured by how clearly students and staff across SLL and the university will understand SLL’s overarching vision to educate and inspire students to change the world. The Cyclical Review Team also cites the need for the OSLL Communications team to play a role in communicating the responsibilities of the OSLL to other stakeholders including SLL units, central services, and other areas of the university which are associated to OSLL. Lastly, the recommendation raises concerns over the fact that central communications for OSLL reports to both the Deputy Provost and the Dean of Students. OSLL agrees that this sends a conflicting message to the community about where the Communications direction is coming from. PROPOSED ACTIONS A full communications audit – an important first step to developing SLL’s communication strategy – will be conducted by an external consulting firm with the assistance of McGill’s VP Communications Office. OSLL is working in conjunction with VP Communications to formalize a dedicated communications function with appropriate resources to coordinate communications across all of levels of Student Life and Learning. Recruitment will be completed by the end of Q1 FY17. A SLL Communications group will be formed to bring together communications experts across SLL and the VP Communications Office to encourage pro activeness on communications issues impacting SLL, to bring forward issues, to discuss areas of concern, to share best practices, to flag potentially “hot” communications issues and to develop communication strategies. OSLL HR is currently reviewing roles and responsibilities of OSLL staff to communicate responsibilities to SLL units and its stakeholders.

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The Communications function currently split between the Dean of Students and the Deputy Provost will report solely to the Deputy Provost.

RECOMMENDATION Continue the collaborative meetings with the leadership teams. Extend these to other potentially collaborating groups across the SLL units. Implement an SLL-wide orientation for all new staff and make it available also to current staff. RESPONSE This recommendation supports the Deputy Provost’s priority to increase communication across all levels of SLL. The cyclical review committee agrees that the DP is prioritizing communication with senior level management staff across Student Life and Learning. The Deputy Provost is committed to being more accessible to all of SLL and continues to encourage staff at all levels in the organization to bring forward creative and innovative ideas about improving student life and learning opportunities across McGill. ACTIONS TO DATE Creation of the SLL Staff Council (March 2016) – See above SLL Leadership Development Program – Student Life and Learning, in conjunction with the School of Continuing Studies and Human Resources has developed a leadership development program for level 3 & 4 management staff. The program was designed to equip managers with the essential knowledge, theory, insights and skills to improve leadership effectiveness. The program has also allowed staff from across SLL to share and discuss issues relevant to student life. The program will be extended to level 1 & 2 managers in September 2016. A number of activities and educational opportunities are being promoted across SLL such as SLL lunch and Learns, and a job shadowing program that is currently under development. The goal of these activities is not solely to educate, but to increase collaboration across SLL. PROPOSED ACTIONS OSLL supports the review team’s recommendation to create a SLL orientation program from new and current staff members. OSLL will work in conjunction with Human Resources and SLL staff

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to develop an effective orientation program that fully encompasses all aspects of Student Life and Learning. The Deputy Provost is committed to solidifying OSLL’s mandate to be “SLL Connectors”. The OSLL will focus on increasing collaboration between administrative, HR, Finance, Communications, Student Life, and International Education staff across SLL by reaching further into the SLL hierarchy to connect individuals in these functions. The OSLL will also encourage more dialogue on these key areas through formal and informal meetings, strategic email communication, and targeted training and professional development opportunities. RECOMMENDATION Review the terms of reference of ESAAC in regard to the degree of consensus or consultation required before proposed actions are implemented, along with the process of communicating actions to ESAAC members.

RESPONSE

ESAAC (Enrolment and Student Affairs Advisory Committee) is administered by OSLL and has the following mandate:

• Provide a forum for discussing issues related to recruitment and admissions, scholarship and student aid, and student affairs broadly speaking

• Advise on policy matters related to these issues • Advise faculties and central offices on administrative matters related to these issues

Although some questions about its consultancy role were expressed, the review committee did affirm that generally members of ESAAC are pleased with the functioning of the committee as an advisory to the Deputy Provost and the Deputy Provost has recognized ESAAC as inimitable in its functioning and value.

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THE ROLE OF THE DEPUTY PROVOST (STUDENT LIFE AND LEARNING)

RECOMMENDATION The senior administration should recognize and support the role of the DPSLL/ODPSLL to advocate on behalf of students, particularly when the student position is contrary to established University policy or culture. The DPSLL/ODPSLL must be seen and respected as the voice of the students at the administration table.

RESPONSE

The widely held perception of the role of the Deputy Provost (Student Life & Learning) as advocate for students needs to be clarified. The DP (SLL) is an advocate for student life and learning. He champions the student experience. He is not simply a lobbyist for students, charged to bring their positions to higher administration without consideration. Although he is the liaison between the students and the university, and he must ensure that the students’ voice is heard, he must first determine how the needs of student life and learning are best met. The student experience is complex and the DPSLL mandate must capture all of it.

As intermediary, not intercessor, the Deputy Provost will communicate the views and promote the interests of the students to the senior administration, when the views and the interests are in line with the University’s values and standards and when they respect and benefit student life and learning for the collective good of all students.

The misconceptions about the duality of the role may be contributing to the discontent that is being felt by the student groups. A clearer communication of the role to the students, to student life and learning and to the greater University community is required.

PROPOSED ACTIONS:

Better define the role of the Deputy Provost and communicate it to students, to staff, to faculties. Below is a proposed new wording for the role: The DPSLL is the advocate for student life and learning. He or she creates the administrative, legal, financial and psychological conditions for the development of a healthy, innovative, rich and respectful life and learning environment across SLL and across McGill. The DPSLL leads McGill’s Student Life and Learning team, who together support students inside and outside the classroom by offering essential services, programs that encourage intellectual, social, cultural, and physical development and opportunities to explore local, national, and international interests that complement their academic curriculum

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The DPSLL acts as a catalyst: s/he develops networks, triggers global and holistic thinking, and generates creative initiatives and innovative solutions in support of the vision and the missions of SLL and the University. The DPSLL provides strategic guidance to the Executive and Senior Directors of SLL and ensures the financial and administrative fitness of SLL. The DPSLL brings student concerns to the senior administration of the university.

RECOMMENDATION

Clarify the role of the ODPSLL in writing and championing policies that affect student life. As well, ensure that the University is utilizing the expertise of student groups in an appropriate and considerate manner.

PROPOSED ACTION The Deputy Provost (Student Life and Learning) will address this recommendation with the Dean of Students once a new DoS is appointed. RECOMMENDATION Develop administrative processes and roles that would separate the legal negotiations and enforcement functions from the facilitative and advocacy roles of the DPSLL/ODPSLL.

RESPONSE

An intrinsic role of the Deputy Provost, supported by the Office of Student Life and Learning, is one of student support and access within the administration. It is however only one facet of the relationship between the DP/OSLL and the students. The Office is also charged with negotiating with student associations, which some may see as being diametrically at odds with the DP/OSLL primary role. With this view, one can say that one role helps, the other role hinders. There are however layers of complexity within these relationships and roles that need to be recognized and understood.

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It is nonetheless troubling that a considerable amount of interaction between the DP/OSLL has been distilled down to contract negotiations and enforcement functions – which seems to have left, ubiquitously, an unfavourable impression on students. As previously acknowledged, the DP/OSLL needs to be seen as approachable, affable, and interested in engaging with students. Not as a gatekeeper or an enforcer.

This recommendation suggests that there be an administrative process to separate the legal negotiations and enforcement functions from the facilitative and advocacy roles. To do this would in fact prove more detrimental to students, as there are efforts – that perhaps students are not aware of – that occur between the DP/OSLL and the administration before students are engaged in any discussions. The facilitative role is in play and should not be discounted.

The long-standing dissatisfaction with the contract negotiation process needs to be addressed. It is important to be mindful of the role of students in the process: they are representatives of legal entities and have fiduciary obligations and these interests are brought to the discussion – it is a flawed perception that only the University’s interests are represented. In any case, the approach that is taken to navigate the negotiation process with student associations should be further reflected upon with a view to creating an amicable environment, not an adversarial one.

PROPOSED ACTION

The Deputy Provost and OSLL will work in collaboration with the students to develop the processes, principals and guidelines to be used in negotiations with student associations. These initial discussions should provide clarity on the process before any substantive negotiations are undertaken. Questions should be asked to reach agreement on the process to allow for fluid talks. There are a disparate number of associations that work with the DP/OSLL and each comes with a disparate number of needs and concerns. The DP/OSLL will strive to gain a better understanding of each one and develop, together, a process that works best.

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THE ROLE AND THE FUNCTIONING OF THE OFFICE OF STUDENT LIFE AND LEARNING

RECOMMENDATIONS The DPSLL’s Office should have staff dedicated to the student life portfolio, particularly in oversight, intelligence gathering and coordination across the various units reporting to the DPSLL, with the overall goal of increasing the awareness of the DPSLL of student life issues on campus and increasing coordination efforts across units. Identify and make better use of academically trained student life professionals. RESPONSE

The focus of this recommendation is to identify and enhance the role of student life professionals in Student Life and Learning. The review committee suggests that student life professionals should be embedded within OSLL to increase awareness of student life issues to the DP and help coordinate these issues across SLL. The review also calls for a need to identify student life professionals within SLL in order to bring their expertise forward as this role is central to enhance the quality and conditions of student life at McGill University. The DPSLL is currently taking these recommendations under consideration. The DP and OSLL staff raise concerns about the review committee’s definition of student life professionals. At the core, Student Life and Learning staff are collectively responsible to help meet the learning and developmental needs of McGill students. This responsibility is embedded across all units, departments and functions in SLL from advising, counselling, program development, assessment, administration, etc. In our view, all staff in student life and learning, regardless of function, identify as student life professionals. It’s also important to stress that a deeper commitment to training and developing current student life staff within SLL is a priority. The DP is confident that the talent already exists within SLL. This talent will only be honed by providing development and training opportunities for all SLL staff. – not limited to student life professionals as defined by the review committee. PROPOSED ACTIONS

As part of the priorities of the Deputy Provost, ensure adequate training and development opportunities are available for student life and learning staff to enhance professional competencies to better serve McGill students. Define principles of good practice in student affairs to guide all Student Life and Learning staff.

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RECOMMENDATION Clarify the role of the ODPSLL International Exchange team within the University and increase integration with Faculties and other stakeholder organizations.

RESPONSE

In order to best respond to this recommendation, it is necessary to first clarify the role of international within the Office of Student Life and Learning as the recommendation alone alludes to the fact that the gist of the responsibilities were not captured and understood.

The Office of International Education is the driver for new initiatives and partnerships that involve student mobility abroad. Although exchanges comprise a vast share of student mobility it is not the entirety of the programming that is being developed. It should also be noted that the student-facing aspect of exchanges are handled through Service Point, a unit within Enrolment Services which is a sub-unit of Student Life and Learning. International Education is responsible for managing the portfolio of international study opportunities for our students which includes supporting our exchange partnerships, providing guidance to the University community on international education issues; acting as liaison with external associations and organizations; overseeing University-wide delivery of risk management and programming and sharing best practices to support safe delivery of international mobility opportunities.

The report states that “in the current context, international SLL activities involve diverse people across the University without clear coordination sufficient to support the development of an integrated strategy”. It should be noted that there was a consultative process conducted across the University this past fall semester, at the behest of the Principal, to inquire of the community as to the development of an international strategy at McGill. The consultations stretched from Deans to Senate, from the Vice-Principal (Research and International Relations) area to the Student Life and Learning Executive team. The role of international in the Office of Student Life and Learning is only one component within a greater scheme of international within the University, and the onus of developing an international strategy cannot rest solely on its shoulders. With some of the results of the consultation bearing fruit, namely in the upcoming appointment of an Associate Provost (International) within the Office of the Provost and Vice-Principal (Academic), it is anticipated that the OSLL will collaborate with that new unit in the formulation and implementation of an international strategy.

The report also notes that it is unclear if International Education is responsible for high-level (i.e. University-level) agreements only or if it delves down into the faculties and units for mobility opportunities and that this should be clarified and communicated. International Education is responsible for all mobility opportunities, irrespective of its origin within the University. Through

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the Deputy Provost, potential partnerships are brought to the Academic Policy Committee for approval. APC has varied and diverse faculty representation. International Education also chairs the McGill International Education Network committee, which reaches out to over 65 faculty and staff who are engaged in international issues across the University.

PROPOSED ACTIONS

International Education is happy to reach out to various stakeholders across the University to clarify its role and responsibilities. It will seek to identify where the gap in communication is, and then follow-up. Some opportunities can include meeting with the faculty student affairs offices, holding a joint information session with Service Point and International Student Services to showcase our individual roles, and including a section on our international website which clearly outlines our mandate.

RECOMMENDATION The tasks of each person within the Office and their role within the Office structure (flat, hierarchical or otherwise) should be clarified and well explained, both to the professionals working within the Office and to the units interacting with that professional. RESPONSE This recommendation highlights the need to clarify roles and responsibilities in the OSLL in light of the recent transitions in the office such as the departure of 3 staff members since June 2015, new staff appointed within the last 8 months, and the on-going focus of the DPSLL to rebrand and reorient SLL. CURRENT AND PROPOSED ACTIONS A review of roles and responsibilities in the Office of Student Life and Learning is currently underway. A communications plan to explain these roles to staff in OSLL, SLL units and stakeholders is also being developed.

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RECOMMENDATION The DPSLL should work with his managers and staff to develop an administrative structure that provides efficient direction and feedback to all staff members so that they can feel confident about their roles and the expectations of them. RESPONSE This recommendation addresses the recent decision by the new Deputy Provost to eliminate a layer in OSLL’s organizational hierarchy. This flattening of the hierarchy expanded OSLL staff’s decision making, span of control within the organization, and responsibilities but coordination within the office has been impacted. The core mission of the university is to educate students. Student Life and Learning supports that mission but extends that mission to educate staff as well. OSLL is currently in a period of transition. Flattening of the hierarchy has encouraged staff to explore outside of their respective portfolios and engage more freely across the university. The new structure is also increasing intra-office staff exchange which is further broadening staff’s knowledge of Student Life and Learning and the university. OSLL staff appreciates the Cyclical Review Team’s recommendation to provide it with more of a coordinating vision in its day-to-day tasks. We also want to highlight to the review committee that the review occurred only 4 months after a key staff member’s departure. At that time, staff was uncertain of their roles. Since then, we are happy to report that we have comfortably transitioned into our new roles and are excited about the reorientation of our roles within OSLL and Student Life and Learning. Nonetheless, we recognize that additional support at the administrative level is necessary in order us for to continue to develop and participate strategically within SLL. PROPOSED ACTIONS OSLL staff will organize weekly meetings to discuss day-to-day issues and constraints. Options and solutions will be resolved collectively. The OSLL will increase staff to support administrative, student life, financial, HR, and International Education functions. This is contingent upon the return of 2 key staff members on developmental assignments and 1 key member currently on leave from the university. Mandate OSLL staff to work together on SLL wide issues (communications, branding) Increase staff collaboration within OSLL to further expand knowledge of SLL units (meetings, staff training opportunities, volunteer work)

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Identify functional mentors outside of SLL to support OSLL staff development. Recognize the additional time, effort and dedication of OSLL staff to work more strategically and support the DPSLL’s vision of “one” SLL. As an example, revised job descriptions to reflect changes in responsibilities.

RECOMMENDATION Support and develop the capacity of the ODPSLL to acquire, accumulate and disseminate information and insight to its various stakeholders. In this vein it would be useful for the ODPSLL to facilitate communication between stakeholders as well. RESPONSE This recommendation supports the role of OSLL as a communications and knowledge hub. The review committee confirms that members of the senior administration, Security Services, Communications, Research and International Relations and the faculties agree that OSLL and SLL sub-units provide valuable information and opinions on student life issues. The recommendation also aligns with our plans to further develop OSLL staff to become “SLL connectors” who encourage and grow collaborations across SLL units and the rest of the university. PROPOSED ACTIONS Encourage OSLL staff to actively participate in conferences and educational opportunities in all areas of student affairs. Support job shadowing of OSLL staff within SLL sub units to further expand knowledge and increase awareness of SLL issues. Actively participate in SLL sub-unit leadership meetings to establish partnerships, cooperation, and collaboration on student life issues. Identify a staff member in OSLL who will take on the responsibility of organizing staff events and activities to increase trust and collaboration between OSLL and SLL sub-units.

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RECOMMENDATION As part of its vision and mandate development, the ODPSLL should engage in significant reflection on the implementation of equity in its work. Equity training should be required of all staff within the ODPSLL. Training for staff in the SLL sub-units is also recommended. PROPOSED ACTION

The Deputy Provost (Student Life and Learning) will work closely with the Associate Provost (Policies, Procedures & Equity) to develop an equity framework around Student Life and Learning. Equity training could be introduced first to the Executive Team and the Office of Student Life and Learning and then to the sub-units.