6. Revise the current Honors Service Learning course for expansion to the entire student population (in conjunction with Student Services)

6. Revise the current Honors Service Learning course for expansion to the entire student population (in conjunction with Student Services) Print All

Initiative Title	6. Revise the current Honors Service Learning course for expansion to the entire student population (in conjunction with Student Services)
Submitted in Previous Year(s)	No
Critical Information, Notes, Justification, Rationale	Service / Volunteerism is an area in which some students are interested. Providing a one-credit course to enhance their resumes, expand their life skills and experiences, serve their communities, make valuable connections, and increase problem solving abilities are valid reasons students seek service. The IDS department chair did an verbal survey of club leaders, most of whom indicated an interest in a true service learning course. In working with S. Harpst, we confirmed that service also is a requirement for the I Am A Leader and EXCELL programs. Service increases community awareness, tolerance and respect for diversity. Helping students with these intangibles would be a wonderful public service. It also might help expand connections to the community as sites are sought for service opportunities. Additionally, as department chairs seek innovative approaches to courses and faculty loads, the opportunity to offer a faculty member a one-credit course to meet load could be beneficial. Some students also need one more credit to remain full-time in a semester.
Consequences of this initiative not being funded
Department Goals	Increase enrollment and retention in IDS and HUM courses, Explore and expand course offerings as appropriate , Make connections to other areas and groups, both on and off campus
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 7:52 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 8. Student Admissions & Retention
MIDDLESTATES STANDARDS 11. Educational Offerings
MIDDLESTATES STANDARDS 12. General Education
STUDENT SERVICES MASTER PLAN 2013 Student Success & Access Develop strategies to ensure and increase access and accessibility
STUDENT SERVICES MASTER PLAN 2013 Student Success & Access Facilitate student success, growth and goal completion
STRATEGIC PLAN 2015-2020 PRIORITY II: Student Support and Success: We will support our students in achieving their educational and career goals. b: Accelerate students’ completion of developmental education and ensure college readiness by refining processes, services, and course sequences.
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. b: Optimize enrollment through partnerships with area high schools, civic organizations, and businesses.
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 Programming Objective #1: Offer valuable academic programming by maintaining relevance and timeliness of programming throughout the college.
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.
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.
ACADEMIC MASTER PLAN 2016-2020 Programming Objective #4: Design learning opportunities that acknowledge and support the diverse and transitional nature of students’ educational paths.
ACADEMIC MASTER PLAN 2016-2020 Scheduling Objective #3: Redesign presentation of programs and offerings to current and prospective students.

Action Steps

Action Step	Responsible Party	Order
Review the existing course and revise for the non-honors population	IDS Advisory Board in consultation with several department chairs	1
Meet with appropriate Student Services staff to identify potential service sites and organizations	IDS Advisory Board	2
Identify faculty willing to teach this course	IDS chair, appropriate department chairs, AVPs	3

Expected Outcomes

Outcome	Order
A course offering students, the community and faculty would find worthwhile	1
Enhanced opportunities for experiential learning for students	2
Enhanced connections to and perhaps partnerships with the community	3

Assessment Methods

Method	Description	Other Method	Responsible Party
Interviews	The students (or other participants) are able during an interview to share their direct experiences, attitudes and beliefs. Interviews can be either structured or unstructured.		IDS Advisory Board and faculty of courses

Resources

INITIAL YEAR COST:	$0.00
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
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
TOTAL:	$0.00 / $0.00

Prioritization

This initiative is not ready for prioritization.

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Assessment

Date	Department Name	Status	Cost to Date	Funding Source
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