3. Upgrade coordinator position to director level and increase load redefinition

3. Upgrade coordinator position to director level and increase load redefinition Print All

Initiative Title	3. Upgrade coordinator position to director level and increase load redefinition
Submitted in Previous Year(s)	2016
Critical Information, Notes, Justification, Rationale	This is part of the infrastructure needs. Position title would be consistent with national trends. The load redefinition should be increased to minimally fifteen. Additionally, summer coverage must be determined as this is still a ten month position yet the majority of recruiting occurs over the summer. In student assessment / feedback (done twice), a repeated comment was that the coordinator cannot meet the needs of all of the students. While she is very knowledgeable and student prefer to work with her, some feel badly asking for assistance when they know her schedule is busy while others simply do not know they could / should. This should allow more time for planning, programming, advising, etc. which often does not happen now as the coordinator is trying to cover all aspects of a 90-100 student program. Retention is beginning to suffer as a result of too few coordinator hours. Newburgh is not covered adequately.
Consequences of this initiative not being funded	Program will continue to struggle with retention, less than sufficient advising hours, minimal recruiting and programming efforts. Coordinator will be too taxed to continue efforts.
Department Goals	Improve recruitment of quality and committed traditional, non-traditional, and under-represented student populations, Enhance the student advising and support experiences, Improve student retention within courses, semester to semester and year to year, Implement an infrastructure and personnel plan based on program assessments, Expand experiential learning and cohort building opportunities (conferences, speakers, etc.), Develop articulation agreements to enhance transfer opportunities & meet an NCHC “Basic Characteristic” (Side note: this & scholarships would improve recruiting & retention)
Programs
Locations	Main Campus, Newburgh Campus
Estimated Completion Date
Will this initiative span multiple budget years?	No
Importance	High
Funding Source	Request for Prioritization
Created	11/12/2020 7:04 pm
Updated	11/12/2020 7:28 pm

Institutional Goals

Goal	How will the initiative support this institutional goal?
MIDDLESTATES STANDARDS 1. Mission & Goals	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
MIDDLESTATES STANDARDS 8. Student Admissions & Retention	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
STRATEGIC PLAN 2015-2020 PRIORITY I: Awareness and Access: We will raise the visibility of the College and communicate the value of a SUNY Orange education through enhanced outreach efforts and educational opportunities b: Increase the number of faculty, staff, and students to reflect the diversity of Orange County through focused recruitment initiatives.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
STRATEGIC PLAN 2015-2020 PRIORITY I: Awareness and Access: We will raise the visibility of the College and communicate the value of a SUNY Orange education through enhanced outreach efforts and educational opportunities c: Expand the visibility of the College’s excellent programs and services through strategic marketing efforts.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
STRATEGIC PLAN 2015-2020 PRIORITY II: Student Support and Success: We will support our students in achieving their educational and career goals. a: Prepare students for college success through academic planning and advising and comprehensive, ongoing support.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
STRATEGIC PLAN 2015-2020 PRIORITY II: Student Support and Success: We will support our students in achieving their educational and career goals. c: Increase student retention, completion, transfer, and employment readiness.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
STRATEGIC PLAN 2015-2020 PRIORITY II: Student Support and Success: We will support our students in achieving their educational and career goals. d: Engage in comprehensive review of program offerings, delivery formats, and course scheduling to meet the needs of diverse populations	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
STRATEGIC PLAN 2015-2020 PRIORITY III: Collaboration and Communication: We will develop connections between internal and external constituents and advance mutually beneficial partnerships. We will promote a culture of trust, respect, and collective responsibility. b: Optimize enrollment through partnerships with area high schools, civic organizations, and businesses.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
STRATEGIC PLAN 2015-2020 PRIORITY III: Collaboration and Communication: We will develop connections between internal and external constituents and advance mutually beneficial partnerships. We will promote a culture of trust, respect, and collective responsibility. d: Strengthen the sense of community to improve the institutional climate and promote collegiality, civility, and mutual respect.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 The Student Experience Objective #1: Improve communication among faculty, staff, and students.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 The Student Experience Objective #2: Formally examine current advising model and identify the roles of faculty and professional advisors to determine the most effective methods of providing assistance for our students	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 The Student Experience Objective #3: Enhance academic support and services by effectively utilizing equipment, facilities, personnel, and technology to meet our students’ needs.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 The Student Experience Objective #4: Ensure an environment of mutual respect by promoting a greater understanding of our students.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 Preparation and Success Objective #2: Develop and implement ongoing academic support for continuing students.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 Preparation and Success Objective #4: Develop appropriate assessment of college preparedness and success initiatives for their impact on retention and prediction for completion.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 Programming Objective #1: Offer valuable academic programming by maintaining relevance and timeliness of programming throughout the college.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 Programming Objective #2: Collaborate across all areas of the College to ensure relevant support for academic programming and a comprehensive, diverse student experience.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 Programming Objective #3: Establish strategic partnerships that assist in developing new programs as well as in improving existing credit programs.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 Programming Objective #4: Design learning opportunities that acknowledge and support the diverse and transitional nature of students’ educational paths.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 Scheduling Objective #2: Expand alternative scheduling to provide multiple avenues for successful academic degree completion.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.
ACADEMIC MASTER PLAN 2016-2020 Scheduling Objective #3: Redesign presentation of programs and offerings to current and prospective students.	This initiative recognizes what is actually occurring in the position. It should improve retention, programming, advising and the marketability of the program. it will also help the coordinator remain sane and avoid burnout.

Action Steps

Action Step	Responsible Party	Order
Meet with AVP to determine appropriate load redefinition	Honors Program Coordinator and AVP	1
Revise job description to reflect what is actually done / Rework title	Honors Program Coordinator / AVP / HR	2

Expected Outcomes

Outcome	Order
Less stress on current coordinator	1
Improved programming and planning	2
Improved ability to provide academic advising	3
Potentially improved retention of students	4

Assessment Methods

Method	Description	Other Method	Responsible Party
Focus Groups	A series of structured discussions with students who are asked a series of open-ended questions designed to collect data about beliefs, attitudes, and experiences.		Honors Advisory Board: Student members

Resources

INITIAL YEAR COST:	$6,000.00
RECURRING COST:	$6,000.00

Equipment

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Facility

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Supply

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Staffing

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Training

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Marketing

Need	Cost (Initial/Recurring)	Supporting Departments
TOTAL:	$0.00 / $0.00

Other

Need	Cost (Initial/Recurring)	Supporting Departments
Increased load redefinition	$6000.00 / 6000.00 (1st year)	Academic Affairs and Student Services, Provost, VP Office
TOTAL:	$6,000.00 / $6,000.00

Prioritization

This is initiative is ready for prioritization.

Assessment

Date	Department Name	Status	Cost to Date	Funding Source
No results found.