About Us : ISU Housing

Meet the DOR Staff

With over 400 full-time, part-time and student employees, the DOR is one of the largest non-academic departments on campus!

Vision

To advance each student's success through innovative programs, services and leadership that support a vibrant living/learning environment.

Mission

The Department of Residence supports Iowa State University's mission by fostering curricular and co-curricular opportunities and providing quality facilities and services that enhance student development in a residential living/learning environment.

Philosophy

All members of the Department of Residence are dedicated to student-centered programs, services, and interactions. We are committed to continuous learning.

Our operating style is transparent and responsive to students' needs and interests through partnerships with students, families, faculty, staff, alumni, and guests.

The Department of Residence strives to provide a safe, healthy, clean, and well-maintained environment that supports learning beyond the traditional classroom boundaries.

As a result of living on campus, students will further develop: academic skills, leadership skills, personal skills, civic and community responsibility, and an understanding and appreciation of human differences.

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Unit Goals

Unit	2008-2009 Goals
Business / Financial	Develop a financial/budget system that serves staff, informs decision-making, and continually improves accountability to the VPSA, University administration, and the Board of Regents. Work with DoR units to develop/manage all components of the operating budget. Sufficient resources are required to support the 10-year Facilities Plan and to annually contribute 5-10% of total revenues to surplus. Determine financial impact of the Resource Management Model and develop strategies to minimize potential negative implications.
Capital Projects	Increase capital spending .20/sq ft annually. Increase life cycle rotation from 7 years to 5 years. Work with Purchasing and FP&M to ensure adequate reliable contractors. Ensure adequate staffing levels to monitor and supervise contractors and vendors.
Conference Services	Develop web pages for returning and prospective conference sponsors. Obtain semi-permanent conference signage. Maximize efficiency of Summer Conference Staff (SCS) labor to minimize labor costs.
Contracts & Assignments	Develop a comprehensive, written contract and supporting documentation that clearly outlines students' obligations and responsibilities. Provide information materials to students, families and staff that are current, clear, comprehensive and correct. Develop reports that provide accurate and understandable data that staff can use to plan and make informed decisions. Standardize these reports in terms of information collected, format presented, method of analysis and schedule for completion. Provide seamless service in the 2419 office. Expedite assignment verification processes to increase the accuracy of rosters and student fees. Consolidate as many DOR administrative offices as is practical.
Custodial Services	Increase level of cleaning from a 3 to 2. Provide a level 3 weekend services. Implementing work orders through TMA for custodial.
Facilities Maintenance	Improve response time on routine work orders. Reduce all work order callbacks by 5%.
Information Technology	Provide additional technology development for DoR. Implement use of wireless labor information gathering units. Review hardware products used throughout DoR. Create and cycle replacement stock to use during unscheduled down time.
Marketing	Conduct market research to help set the department's marketing direction. Improve internal and external communications. Support departmental staff with marketing and design needs to keep consistent with the overall marketing strategy.
Purchasing	Reduce inventory -- bring dollar value down and delete obsolete material. Year end inventory count within 1% margin of error.
Research & Assessment	Collect data related to students' satisfaction with facilities and services. Track data related to the academic success of students. Track data related to the retention to graduation of students at Iowa State University. Assist staff in assessing the Living, Learning, Leading Model.
Residence Life	Make yearly progress toward increasing the 6 year graduation rate for NDHS students who live in university housing for 1 year to 75% Make yearly progress toward increasing the 6 year graduation rate for NDHS students who live in university housing for 2 years to 85% Update the Living, Learning, Leading (LLL) structure to include specific, current, measurable learning outcomes. (The Living Learning, Leading structure includes 5 competencies: leadership skills, academic skills, personal skills, civic & community responsibility, and appreciation of human differences.) Develop more intentional collaborative efforts with Academic Success Center and other academically focused entities to enhance the academic environment and provide academic support in university housing. Partner with mental health professionals to educate staff about current mental health issues that affect individual student success as well as the residential community environment. Train staff regarding appropriate intervention behaviors.
Safety	No citations from State Fire Marshal. Reduce reportable injuries. Ensure that staff has opportunities to attend training and professional development.