| Initiative Title | Hire a Grade 7 Account Clerk/Lead Enrollment Specialist |
|---|---|
| Submitted in Previous Year(s) | No |
| Critical Information, Notes, Justification, Rationale | In past years SSC had an Assistant Director who supervised the Newburgh Campus SSC Staff, and maintained a daily presence on Newburgh Campus. The Assistant Director has been appointed permanently to the Director role and their time is split between both campuses. This leaves the Newburgh staff without a supervisor or decision maker several days per week. Hiring a Lead Enrollment Specialist will fill this staffing void and provide leadership and improved service to students and better collaboration with other offices in Newburgh. |
| Consequences of this initiative not being funded | Without a Lead Enrollment Specialist in Newburgh, the staff is essentially functioning without a supervisor several days per week. This sets the department up for a multitude of potential problems including poor customer service, moral issues, and lack of communication and collaboration with back offices. |
| Department Goals | Provide exemplary customer service to current and prospective students., Maintain regular communication and collaboration with other enrollment services departments to continue to improve services provided to students, and the overall student experience. |
| Programs | |
| Locations | Newburgh Campus |
| Estimated Completion Date | |
| Will this initiative span multiple budget years? | Yes |
| Importance | High |
| Funding Source | Request for Prioritization |
| Created | 11/20/2018 1:37 pm |
| Updated | 11/20/2018 1:42 pm |
| Goal | How will the initiative support this institutional goal? |
|---|---|
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Adding a Grade 7 Account Clerk will increase the efficiency and effectiveness of Newburgh SSC. Not only will it fill a void in counter staff, it will also put someone in a supervisory function. Currently there are several days per week when the Newburgh SSC staff is operating with out a supervisor. Therefore, this position would accomplish both adding a supervisor and increasing staff, and thereby improving overall efficiency and effectiveness. |
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Hiring a grade 7 will improve the collaboration and partnership within the One-stop and SSC. Currently there is a void when the Director is on the Middletown campus. The grade 7 Account Clerk would fill that void, and interact and collaborate with the other SSC offices and the Director of SSC to provide seamless service to students. |
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Hiring a grade 7 will improve the collaboration and communication within the One-stop and SSC. Currently there is a void when the Director is on the Middletown campus. The grade 7 Account Clerk would fill that void, and help improve the management and communication of information within a centralized location. |
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Having a Lead Enrollment Specialist will greatly improve communication among staff and students. As already stated, there is currently a void in this area, and the Lead Enrollment Specialist positions in Middletown have been extremely effective. We would like to duplicate that model in Newburgh. |
| Action Step | Responsible Party | Order |
|---|---|---|
| VPSS will gain approval for position through appropriate procedure. | VPSS | 1 |
| Updated job description submitted to Human Resources | Director, Student Services Central | 2 |
| CSEA list will be ordered and canvassed in accordance with County policies | Human Resources | 3 |
| Respondents will be evaluated, interviewed, and hired | Director, Student Services Central | 4 |
| Outcome | Order |
|---|---|
| The daily functioning of Newburgh SSC will be improved and service to students will be enhanced. | 1 |
| Method | Description | Other Method | Responsible Party |
|---|---|---|---|
| Student Surveys: Satisfaction Need | Surveys can be developed internally and administered to assess student frequency, importance, need and satisfaction institution’s staff, office and services and programming. | Director Student Services Central |
| INITIAL YEAR COST: | $0.00 |
|---|---|
| RECURRING COST: | $0.00 |
| Need | Cost (Initial/Recurring) | Supporting Departments | |
|---|---|---|---|
| TOTAL: | $0.00 / $0.00 | ||
| Need | Cost (Initial/Recurring) | Supporting Departments | |
|---|---|---|---|
| TOTAL: | $0.00 / $0.00 | ||
| Need | Cost (Initial/Recurring) | Supporting Departments | |
|---|---|---|---|
| TOTAL: | $0.00 / $0.00 | ||
| Need | Cost (Initial/Recurring) | Supporting Departments | |
|---|---|---|---|
| TOTAL: | $0.00 / $0.00 | ||
| Need | Cost (Initial/Recurring) | Supporting Departments | |
|---|---|---|---|
| TOTAL: | $0.00 / $0.00 | ||
| Need | Cost (Initial/Recurring) | Supporting Departments | |
|---|---|---|---|
| TOTAL: | $0.00 / $0.00 | ||
| Need | Cost (Initial/Recurring) | Supporting Departments | |
|---|---|---|---|
| TOTAL: | $0.00 / $0.00 | ||
This initiative is not ready for prioritization.
| Date | Department Name | Status | Cost to Date | Funding Source | |
|---|---|---|---|---|---|
| No results found. | |||||