·         Capitalizing on staffs’ dedication to community and job – giving professional development opportunities

·         Define non-financial draws for professional: what is valuable to people? Capitalize on those items in order to keep professional staff here.

·         What message does our salary level portray about our university? Ex: UNCA brought 25-30 people’s pay UP to poverty level??

·         Reexamine the way we use our resources and if it provides benefit to students of what we are spending money on. Fundamentally question the need for each major, each office (ex: two professors teaching all the courses for one major). Take a step back and look at what we are using to attract students

·         Staff retention is expensive, so it’s important to invest in long-term core staff
- ON CAMPUS CHILD CARE for children of students and faculty/staff (possible partnership with Education Department)

·         Encouraging students to perform community service for credit

·         Helping students understand their individual contribution to the community, even when that differs from peers’ focus

·         Helping students connect their student employment/leadership role to the larger university strategy/role in the community – what impact/ripple effect does the student’s work have

·         Being able to take criticism in stride and being resilient within a volatile situation

·         Bringing off-campus resources onto campus 

·         Opening our campus to community events. Breaking down the barriers to bringing events onto campus, like charges for using on-campus spaces (ex: Mtn View Room). Fostering the connection between City of Asheville and the campus in order to bring events on campus so that community members become more familiar with campus and what is going on here.

·         Discomfort and uncertainty are catalysts to progress and development. Being able to tolerate discomfort and uncertainty is a necessary skill to arrive at the individual definition of success.

·         Shifting focus of control to a personal responsibility (from a focus of “things are being done to me”) in order to obtain individual success.

·         Innovation promotes integrated care. Integrated care is sustainable and efficient.

·         Helping faculty understand student issues and what is motivating students.

·         Partnerships with academic departments and student trainings to promote hard skills like chemical and hazardous waste management with the Emergency Management department

·         AVID learning model: SA staff partnering with faculty to create interdisciplinary LAC courses

·         Incorporate critical thinking about class-room lessons into conversations regarding student employment opportunities, especially during the end-of-year evaluation conversations

·         Orientation Leadership course: OLs learn about the university and leadership and student development theory

·         Support larger university initiatives like freshman reading book

-Applying academic learning of sustainability in areas of Student Affairs focus (dining, housekeeping, etc.)
-Liberal arts focus on great cultural competencies, but does it touch on other extra curricular life areas (financial literacy, vehicle maintenance, etc.). 
-Utilizing the skills and resources of professional staff outside of their functional area. Builds relationship and helps us grow professionally
-Teach law enforcement literacy