Complete the development of a leadership certificate

Complete the development of a leadership certificate Print All

Initiative Title	Complete the development of a leadership certificate
Submitted in Previous Year(s)	No
Critical Information, Notes, Justification, Rationale	A leadership certificate, which could be done as a stand-alone certificate or as an attachment to another two-year degree, would be a positive marketing tool for the College. It fits within the framework of IDS as it could make use of existing courses across academic departments, add several new ones, and link with current and new initiatives in the Students Services and CAPE areas. It provides opportunities to recruit adult, professional students from the community seeking to advance as well as current students. The importance of good leadership training is noted nationally (and internationally). Thus, this certificate could enhance our offerings, ensuring they are up to date with current community and national needs. It could provide another offering for the HVEC and an opportunity to increase connections (through internship opportunities, etc.) with external partners. All of this could enhance the image and reputation of the College and perhaps increase funding sources.
Consequences of this initiative not being funded	This could be a great means to recruit and retain students, which are College priorities. It would enhance communication within and across various areas of the College. It also could enhance the College's reputation and external connections.
Department Goals
Programs
Locations	Main Campus, Newburgh Campus, Other Instructional Site
Estimated Completion Date	08/01/2018
Will this initiative span multiple budget years?	No
Importance	High
Funding Source	Request for Prioritization
Created	11/14/2018 4:52 pm
Updated	11/14/2018 4:52 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 11. Educational Offerings
MIDDLESTATES STANDARDS 12. General Education
MIDDLESTATES STANDARDS 13. Related Educational Activities
STUDENT SERVICES MASTER PLAN 2013 Programming & Service Continue to focus on the growth and development of the Newburgh Campus fostering the creation of its own identity while ensuring that the two campus / one college model provides seamlessness for all students
STUDENT SERVICES MASTER PLAN 2013 Student Success & Access Facilitate student success, growth and goal completion
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.
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. 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 #3: Enhance academic support and services by effectively utilizing equipment, facilities, personnel, and technology to meet our students’ needs.
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 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 #2: Expand alternative scheduling to provide multiple avenues for successful academic degree completion.

Action Steps

Action Step	Responsible Party	Order
Finish the program requirements	IDS Advisory Board	1
Write the courses still needed to finish the certicate	IDS Advisory Board	2
Ensure a clear pathway for students to receive credits for life experiences, including I Am A Leader and EXCELL	IDS Advisory Board (including S. Harpst)	3
Meet with other department chairs, S. Harpst and CAPE to ensure all needs are met	IDS Advisory Board	4

Expected Outcomes

Outcome	Order
Increased enrollment, including of non-traditional students	1
Increased connections across departments and areas of the College	2
Increased connections with external constituents	3

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.		IDS Advisory Board

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
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Supply

Need	Cost (Initial/Recurring)	Supporting Departments
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Staffing

Need	Cost (Initial/Recurring)	Supporting Departments
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Training

Need	Cost (Initial/Recurring)	Supporting Departments
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Marketing

Need	Cost (Initial/Recurring)	Supporting Departments
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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

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