Academic Affairs Initiatives for 2022-23
Overarching themes infused throughout our work:
- Agility and Innovation
- Resilience and Sustainability
- High-Quality and Engaging Learning Experiences for All
Priorities for 2022-23 Academic Year
A. Retention and Recruitment of Students and Employees
- Produce a 360 assessment of retention efforts and generate recommendations by the end of the fall semester. Work across college divisions and with the Director of Student Retention to implement recommendations during the 2022-23 academic year.
- Continue progress on improving access for transfer students through engagement with the AASCU Transfer Intensive, and collaborations with academic departments, community college partners, and other stakeholders.
- Engage academic leaders in reviewing the results of the President's Commission on Diversity and Community's climate survey and implement strategies for addressing areas of concern.
- Engage chairs and deans, the Faculty Personnel Committee, and appropriate governance bodies in reviewing the recommendations of the 2021-22 Think Tank on Faculty Evaluations and implement strategies for addressing areas of concern.
B. The Outcomes of Geneseo Learning Experiences
- Develop a strategy for communicating the vision of the new curriculum and the integrative and applied learning graduation requirement to different constituencies (faculty, staff, students, prospective students, parents) by the end of the fall semester.
- Continue development of advising tools (including Degree Works updates) to assist students and academic advisors in navigating curricular requirements.
- Develop a strategy for regular data collection and sharing on the outcomes of a Geneseo education (career outcomes, existing data from NSSE and other sources) by the end of the spring semester.
C. New Programs and New Audiences
- Develop and launch a plan for revenue-generating initiatives (e.g., graduate programs, microcredentials, non-credit continuing education, and professional development) and engagement opportunities (e.g., alumni and recruitment events). Focus areas include expanded audiences (e.g., transfers, adult learners, corporate or community partners, prospective students) and expanded modality (e.g., online, Rochester-based, hybrid/low density).
- Work across college divisions and with the Project Director for Strategic Initiatives to launch pilots on a rolling basis in the 2022-23 academic year.
- Develop a pipeline for the development of new undergraduate programs with a goal of having at least 1-2 new degree programs launching every academic year for the next 3-5 years.
D. Facilities and Infrastructure Planning
- Collaborate with the Division of Finance and Administration to envision and communicate Academic Affairs' needs and vision as part of the facilities master planning process during the 2022-23 academic year.
- Engage in long-term planning for effective usage of and needs within Academic Affairs-designated zones, particularly as renovated buildings come back online. This process should consider ways to support changes in pedagogy and technology, and to promote efficiency and collaboration (including co-location of related offices and programs).
- Support CIT in implementing the new Brightspace learning management system as part of the SUNY cohort for a summer 2023 launch.