5. Develop student cohorts and other retention opportunities :: PIP System (SUNY Orange)

5. Develop student cohorts and other retention opportunities Print All

Initiative Title	5. Develop student cohorts and other retention opportunities
Submitted in Previous Year(s)	2018
Critical Information, Notes, Justification, Rationale	Students who take IDS and HUM courses--unless in honors--tend to be individuals rather than a group with a unifying item or idea. This might be helped by creating transfer paths: students within those paths would form a cohort, like any other major. Developing opportunities and space for those in the transfer paths and/or in the HUM and IDS courses to meet and congregate would be helpful--without relying on the already overtaxed honors space. These could include hosting speakers and events and planning trips to expand students' experiential learning. Additionally, recruitment and retention could revolve around the establishment of a fund to support student site visits and off-campus activities. Activities might include students attending and participating in cultural or political events, attending conferences, and doing field trips to organizations including museums, historic sites, theatres,the United Nations, the FDR Presidential Library, etc. Currently, most of the IDS and HUM courses require site visits, which, for some students can be daunting in terms of travel, funding, and simply access. Providing some funding to help off-set the financial burden as well as funding to bring appropriate speakers to the courses (and even College) would be useful.
Consequences of this initiative not being funded	Currently some students are restricted from participating more meaningfully as they work or cannot afford the money to travel to and enter museums, plays, etc. Some minimal help with this might encourage more participation, which would encourage more students to enroll and remain in these classes and programs.
Department Goals	Increase enrollment and retention in IDS and HUM courses, Make connections to other areas and groups, both on and off campus , Explore external and internal opportunities for student and faculty development , Expand the number of faculty who team-teach in the department
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	11/12/2020 7:41 pm
Updated	11/12/2020 7:50 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.
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.
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.
COLLEGE GOALS as of 2011 4. To promote student growth and development by providing comprehensive and innovative academic and support services.
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.
MIDDLESTATES STANDARDS 9. Student Support Services
MIDDLESTATES STANDARDS 11. Educational Offerings
MIDDLESTATES STANDARDS 12. General Education
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.
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.
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. a: Foster stronger connections among academic programs, business, & industry to increase applied learning opportunities for students.
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.
ACADEMIC MASTER PLAN 2016-2020 The Student Experience Objective #1: Improve communication among faculty, staff, and students.
ACADEMIC MASTER PLAN 2016-2020 The Student Experience Objective #4: Ensure an environment of mutual respect by promoting a greater understanding of our students.
ACADEMIC MASTER PLAN 2016-2020 Preparation and Success Objective #2: Develop and implement ongoing academic support for continuing students.
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.
ACADEMIC MASTER PLAN 2016-2020 Programming Objective #5: Offer noncredit education and workforce development opportunities that support the needs of public and private organizations in the community.
ACADEMIC MASTER PLAN 2016-2020 Scheduling Objective #1: Minimize scheduling obstacles to degree completion and make student and faculty and staff feedback a consistent part of scheduling decision-making.
ACADEMIC MASTER PLAN 2016-2020 Scheduling Objective #2: Expand alternative scheduling to provide multiple avenues for successful academic degree completion.

Action Steps

Action Step	Responsible Party	Order
Create a fund through which students can get some help with funding for travel and trips for cultural experiences	IDS Advisory Board	1
Identify students with general HUM degrees	IDS Chair and Registrar	2
Seek an advisor or two who would work specifically with these students	IDS Advisory Board in consultation with department chairs and AVP for Liberal Arts	3
Annually, identify and bring in speakers who might fit with the courses being offered by the department	IDS Advisory Board	4

Expected Outcomes

Outcome	Order
Increased numbers in IDS and HUM courses	1
Increased retention within the courses and eventually in the transfer paths	2
Increased world views, tolerance and respect for diversity	3

Assessment Methods

Method	Description	Other Method	Responsible Party
Institutional Data	Review both program and student data that is collected at the institutional level. Data can include program enrollment, retention, transfer, student GPA, etc.		IDS chair and IR

Resources

INITIAL YEAR COST:	$1,600.00
RECURRING COST:	$0.00

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
Advisors for HUM and IDS tracks	$0.00	Liberal Arts, AVP Office
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
Funding for speakers	$1000.00	Honors Program Global Studies
Funds to help offset travel and trips to cultural sites	$600.00
TOTAL:	$1,600.00 / $0.00

Prioritization

This initiative is not ready for prioritization.

Please enter How the initiative will support the chosen goals
Please enter Supporting Departments for all Resources

Assessment

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