SAEM Divisional Goals
2012-2013 UWG Strategic Plan Priorities
- Academic Programs Balancing Liberal Arts with Professional Preparation
- A Campus that is Safe, Engaging, and Exciting
- Steady and Intelligent Enrollment and Resource Growth
- Meaningful Engagement with Off-campus Communities
Comprehensive Policy Review (all student related policies including business and academic policies that affect student enrollment). Principles 2 and 3
Doing a policy review assures that we are current in our policies, programs, and services and are not creating undue barriers to student success. This is aligned with the Complete College Georgia initiative for supporting student success. Such efforts will also ensure we are in the best position to take advantage of enrollment opportunities.
Measurement: Comprehensive report of reviewed policies and recommendations for maintaining, changing, or eliminating the policy. Completed by June 30, 2013.
Implement CCG Initiatives assigned to our Division—Principles 1, 2, and 3
Complete College Georgia initiatives span efforts of all divisions but specifically are addressed in a partnership between Academic Affairs and Student Affairs. The initiatives range from access and retention to student academic support and student engagement.
Measurement: Report of progress on all CCG efforts assigned to the Division in the SAEM Annual Report. Completed by July 30, 2013.
Create a Professional Development and Training Plan for the Division—Principle 2
SACS standard CS 3.9.3 requires the institution to employ qualified personnel to ensure the quality and effectiveness of its student affairs programs. Accomplishing this goal also helps us realize our role in creating a safe, supportive, and engaging campus by continually improving our programs and services through dedicated training and professional development.
Measurement: Comprehensive written document of the Professional Development and Training Plan posted on the SAEM Divisional web site by June 30, 2013.
Fully implement Imaging and Workflow to create efficiencies and better customer service
Measurement: Final implementation report from administrators responsible for these projects. Completed by June 30, 2013.
Begin a Divisional effort on Assessment (Departmental Assessment, Learning Outcomes, etc.)—Principles 1, 2 and 3
Assessment is at the core of continuous improvement and therefore required to fulfill our responsibilities for the Strategic Plan. Although we have adequate student satisfaction data, we do not fully assess our impact on student success and learning.
Measurement: Each department will have written and approved learning outcomes and will have developed the structure and plan for assessing those outcomes. Due June 30, 2013.
Restructure VP office to better align with Division/Campus needs—Principles 2 and 3
The restructuring of the Vice President’s office will allow us to devote more leadership time and effort to help the Student Life functional areas to better align their programs and services to the Complete College Georgia initiative and to student success.
Measurement: Successful hiring of an Associate Vice President for Student Life and Dean of Students. Completed by March 1, 2013.
Data collection, analysis, and interpretation—coordinating and communicating—Principles 2 and 3
Complete College Georgia and best practices require that we do a better job of collecting, analyzing, and interpreting data to help us make good decisions about managing our enrollment growth and improving our services for students.
Measurement: Implementation of Argos reporting software and development of management and ad-hoc reports. Completed by June 30,2013