5. Create and fill a new honors assistant coordinator position

5. Create and fill a new honors assistant coordinator position Print All

Initiative Title	5. Create and fill a new honors assistant coordinator position
Submitted in Previous Year(s)	2022
Critical Information, Notes, Justification, Rationale	Current coordinator /chair of honors cannot advise all student (or even the 55 with whom she is left), run the program, teach most of the HON courses, plan student events, work on articulation, community outreach and planning, assist with meeting diverse needs of our ever more diverse students, etc. PLUS be in Middletown and Newburgh. An assistant would be able to assist with recruiting and advising, oversee student activities, assist with preparing and taking students to conferences, take on some HON courses, and be assigned to Newburgh at least part-time. The person would allow for more personalized academic, career and personal needs counseling and assistance, which could improve retention and success rates. Depending on the person, he or she could do outreach to other colleges and organizations to improve program offerings and meet student needs. What other programs function with 1 faculty person and more than 75 students? We also are not providing opportunities for succession planning.
Consequences of this initiative not being funded	We will continue to not serve the students as effectively as possible and not provide any offerings/presence in Newburgh. We will continue to wear out the current Chair/Coordinator. We will not be able to expand the program in the ways in which it should be developed. We are not doing anything about succession planning.
Department Goals
Programs
Locations	Main Campus, Newburgh Campus
Estimated Completion Date
Will this initiative span multiple budget years?	No
Importance	Medium
Funding Source	Request for Prioritization
Created	11/25/2023 3:05 pm
Updated	11/25/2023 3:13 pm

Institutional Goals

Goal	How will the initiative support this institutional goal?
COLLEGE GOALS as of 2011 1. To provide high quality academic courses and programs that prepare a diverse student population to achieve its educational, employment and enrichment 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.
COLLEGE GOALS as of 2011 2. To engage learners in an environment that develops their knowledge and skills in critical thinking, information and technology literacy, effective communication and enhances their awareness of civic responsibility and cultural diversity.	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.
COLLEGE GOALS as of 2011 3. To establish public and private partnerships and provide programs and services that support and serve our county’s educational, economic, civic and cultural 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.
COLLEGE GOALS as of 2011 4. To promote student growth and development by providing comprehensive and innovative academic and support services.	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.
COLLEGE GOALS as of 2011 5. To offer opportunities to learn with a dedicated and diverse faculty and staff who value excellence in teaching, service to students, creative collaboration and continuous improvement.	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 #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 Preparation and Success Objective # 1: Create multi-pronged methods to explain all aspects of college readiness to entering or 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.
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.
STRATEGIC PLAN 2020-2025 Empower Student Success: Equitably link students with their aspirations Goal #1: Identify and reduce the barriers to academic and personal success	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 2020-2025 Empower Student Success: Equitably link students with their aspirations Goal #3: Increase flexibility for the students of today and tomorrow	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 2020-2025 Strengthen our Region’s Economic Future: Teach and Train for a Brighter Tomorrow Goal #2: Identify and address the needs of an increasingly diverse regional population and workforce	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 2020-2025 Sustain and Invigorate Our Planned Future: Reimagine Human, Financial and Physical Resources Goal #2: Collaborate with community partners and other educational institutions to expand funding and educational opportunities in pursuit of student-centered outcomes	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 2020-2025 Sustain and Invigorate Our Planned Future: Reimagine Human, Financial and Physical Resources Goal #3: Maximize and more efficiently use technologies and physical resources to enhance the 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.
STRATEGIC PLAN 2020-2025 Empower Student Success: Equitably link students with their aspirations Goal #2: Provide individualized resources and guidance to ensure student readiness to succeed at SUNY Orange	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.