The document proposes recommendations to restructure the Scarlet Honor Council (SHC) at Rutgers University to better serve students. It recommends establishing an executive board and separate committees for hearings/appeals, campus advising, and outreach. It also recommends improving training, increasing SHC presence on campus through office hours and meetings, and generally making the SHC structure more like a student governing association to better accomplish its mission of upholding community standards.
The document summarizes the key findings from a career pathways project focused on strengthening the Aboriginal and Torres Strait Islander health workforce. It identifies 5 pillars of action needed: 1) leadership and self-determination, 2) cultural safety, 3) valuing cultural strengths, 4) investment in the workforce and workplace, and 5) education and training. Barriers to career development included limited opportunities, lack of support, racism, and inflexible policies. Enablers included encouragement, role models, cultural values, training opportunities, and leadership development.
This document presents a collection of 3D animation, CAD, poster, and graphic design work. It includes 3D models like a bench and castle created in 3D Studio Max using tools like splines, extrude, and materials. AutoCAD floor plans are also shown. Posters and book covers were made using Adobe software like Photoshop, Illustrator, and InDesign. A speed project featuring a black and white design is included along with works in progress and plans for future projects.
This document discusses H&M's potential expansion into online shopping in Turkey. It first provides background on the global fashion retail industry and history of H&M. It then examines e-commerce and online shopping trends in Turkey. While H&M has online stores in many countries, it is not present online in Turkey. The document hypothesizes reasons for this, such as a need to focus on physical stores, risks of losing in-store traffic, price and delivery considerations, and cultural preferences. It concludes with recommendations for a potential H&M online strategy in Turkey.
O documento discute a educação pós-Piaget e como a tecnologia pode ser incorporada na educação de forma a promover a aprendizagem. Ele argumenta que as mudanças no ambiente escolar e o treinamento de professores são necessários para que a tecnologia amplie as possibilidades de aprendizagem de forma criativa e prática, preparando os alunos para o futuro. No entanto, alerta que a tecnologia também pode ser usada de forma inadequada e promover comportamentos indesejados se não for devidamente orientada.
The document discusses areas for improvement for a video project. It identifies issues with lighting not being consistent between shots, music being too loud and drowning out dialogue, and having to use a phone for one clip which lowered video quality. It recommends following a storyboard more closely while filming to avoid forgetting scenes and ensure all parts are shot. It also suggests using editing time more efficiently by not spending too much effort trying effects that did not suit the video clips.
The document summarizes the key findings from a career pathways project focused on strengthening the Aboriginal and Torres Strait Islander health workforce. It identifies 5 pillars of action needed: 1) leadership and self-determination, 2) cultural safety, 3) valuing cultural strengths, 4) investment in the workforce and workplace, and 5) education and training. Barriers to career development included limited opportunities, lack of support, racism, and inflexible policies. Enablers included encouragement, role models, cultural values, training opportunities, and leadership development.
This document presents a collection of 3D animation, CAD, poster, and graphic design work. It includes 3D models like a bench and castle created in 3D Studio Max using tools like splines, extrude, and materials. AutoCAD floor plans are also shown. Posters and book covers were made using Adobe software like Photoshop, Illustrator, and InDesign. A speed project featuring a black and white design is included along with works in progress and plans for future projects.
This document discusses H&M's potential expansion into online shopping in Turkey. It first provides background on the global fashion retail industry and history of H&M. It then examines e-commerce and online shopping trends in Turkey. While H&M has online stores in many countries, it is not present online in Turkey. The document hypothesizes reasons for this, such as a need to focus on physical stores, risks of losing in-store traffic, price and delivery considerations, and cultural preferences. It concludes with recommendations for a potential H&M online strategy in Turkey.
O documento discute a educação pós-Piaget e como a tecnologia pode ser incorporada na educação de forma a promover a aprendizagem. Ele argumenta que as mudanças no ambiente escolar e o treinamento de professores são necessários para que a tecnologia amplie as possibilidades de aprendizagem de forma criativa e prática, preparando os alunos para o futuro. No entanto, alerta que a tecnologia também pode ser usada de forma inadequada e promover comportamentos indesejados se não for devidamente orientada.
The document discusses areas for improvement for a video project. It identifies issues with lighting not being consistent between shots, music being too loud and drowning out dialogue, and having to use a phone for one clip which lowered video quality. It recommends following a storyboard more closely while filming to avoid forgetting scenes and ensure all parts are shot. It also suggests using editing time more efficiently by not spending too much effort trying effects that did not suit the video clips.
Forging Research Partnerships in Higher Education AdministrationUT Austin: ACA
Presented by Dr. Audrey Sorrells and Heather Cole at the 2011 ACA & APSA Professional Development Day conference on 2/17/11. Discusses the Research Initiative in the Office of the Dean of Students at UT Austin. This Research Initiative was created to bridge research to practice between academics, student services and community-based agencies to advance opportunities for collaboration and professional development within UT.
The document discusses the rights of learners with special needs and the responsibilities of teachers in special education. It outlines that special education teachers must assess student skills and needs, develop individualized plans, discuss progress with stakeholders, and help with transitions. The code of ethics for teachers says they should nurture student potential, apply professional knowledge, commit to learning, respect colleagues, collaborate with families, and advance the learning community. The standards of practice discuss advocating for student needs, promoting their full potential, demonstrating respect for individuals, and collaborating with students, families and other teachers.
Biological Engineering Personal StatementAmy Alexander
The student interviewed Mrs. Provost, a resource room teacher, to gain insight into that role and how it assists students; Mrs. Provost described her responsibilities like monitoring individualized education plans, assisting students one-on-one, and communicating with general education teachers on student progress; the interview provided the student valuable first-hand knowledge about working as a resource room teacher that will help in future career planning.
The document outlines various policies for student organizations at Georgetown University, including policies around access to benefits, speech and expression, serving alcohol, outdoor events, advertising, and concessions. It emphasizes that student organizations are expected to be familiar with these policies and conduct their activities in accordance with them. The document also discusses Georgetown's mission as a Catholic and Jesuit university and how that informs its policies for student groups.
The document discusses plans to reinvent the National Association of Student Councils (NASC) by establishing a new organizational strategy and model. Key aspects of the plan include adopting a new visual identity as the "National Council of Excellence" to recognize high-performing student councils, expanding programs and products to better support advisers and students, and positioning NASC as the premier organization for student council resources and advocacy. The new model aims to provide clear benefits and value to members such as leadership development opportunities, recognition programs, and access to best practices.
This document provides the curriculum vitae of Kijua Sanders-McMurtry, Ph.D., which outlines her education, certifications, professional experience, teaching experience, media relations, and publications. She has over 15 years of experience in higher education administration, currently serving as Associate Vice President and Dean for Community Diversity at Agnes Scott College. Her background includes positions such as Interim Vice President for Student Life, Associate Dean of Students, and Director of Multicultural Affairs. She also has experience in research, teaching, and diversity consulting.
Inclusive Search and Recruitment Toolkit for Faculty, Graduate Students, and ...Sherri Sanders
This document provides guidance for developing an inclusive search and recruitment process. It recommends establishing a diverse search committee and providing training on mitigating biases. It also suggests developing clear criteria for evaluating candidates, articulating commitment to diversity, and writing broad position announcements to attract a diverse pool of qualified applicants. The goal is to establish equitable practices that promote diversity and excellence.
Students Of The Metro Early College High SchoolMonica Rivera
- Durability and functionality of materials: Colors, furniture, and fixtures should withstand heavy use and be easy to maintain as student unions see a lot of traffic. Neutral colors that don't show wear and tear as much are preferable.
- Inclusiveness and accessibility: The design should make all students feel welcome and make the space easy to navigate for people with different needs or abilities.
- Balance of practicality and aesthetic appeal: The decor should create an attractive, inspiring environment for socializing and events while prioritizing comfort and usability given the busy nature of a student union. Simplistic, sophisticated designs work best.
This report summarizes the findings of a survey of 264 LGBT students at The University of Western Australia (UWA) regarding their experiences. Some key findings include:
- About two-thirds of students felt the campus climate was welcoming for LGBT students, though a significant portion were undecided.
- 16% reported experiencing harassment or discrimination in the past year due to their sexual orientation or gender identity.
- 20% said their identity disrupted their academic progress.
- 18% felt excluded from clubs or societies.
- The report concludes with recommendations to improve supports for LGBT students through additional resources, training, and policies.
CSUSM Trans & Gender Non-Conforming Task Force: Report and Recommendations, 2017char booth
Download accessible PDF: http://bit.ly/csusmtranstf-report
In May of 2016, members of the California State University San Marcos (CSUSM) community issued an open letter to President Karen Haynes advocating for actions to encourage the inclusion of trans and gender non-conforming individuals at CSUSM. In November of 2016, President Haynes issued a call for participation in a Trans and Gender Non-Conforming Task Force (TGNCTF) “in an effort to ensure ongoing support for members of our Trans and Gender Non-Conforming community at Cal State San Marcos.” The TGNCTF was convened in December 2016 as advisory to the President, and by March 17th, 2017 was charged to “Review and make recommendations regarding protocols, programs and services for CSUSM Trans and Gender Non-Conforming Communities to include: Preferred Name Policy Implementation;; Restrooms;; Training;; Housing. Your participation and knowledge will greatly benefit the University and the goals we are working to achieve, which include providing an open, welcoming and safe environment all members of our community.”
In response to this charge, the TGNCTF is pleased to provide an overview of the current status of policies, procedures, and actions relevant to trans and gender non-conforming communities at CSUSM, and to provide recommendations to further improve the environment and experience of our trans students, staff, and faculty. We do so from a variety of perspectives, including those of trans- identified and trans-allied task force (TF) members, trans and allied communities at CSUSM, and stakeholders critical to the implementation of these recommendations. Careful consideration was given to federal and state law, as well as best practice guidance from organizations dedicated to trans advocacy.
Task Force Membership
Char Booth - Associate Dean, University Library (Chair)
Zev Anbar - Student
Bridget Blanshan - Associate Vice President and Title IX Coordinator Wesley Dayhoff - Student
Jessica Dockstader - Student
Anne Rene Elsbree - Professor, School of Education
Lisa McLean - Director, Labor & Employee Relations, Human Resources
Lisa Medina, Registrar - Enrollment Management Services
Deborah Morton - Assistant Professor, Public Health
Steve Ramirez - Interim Director, Planning, Design and Construction
Betsy Read - Professor, Biology
Jay Robertson-Howell - Psychologist, Student Health & Counseling Services
Questions about this report or its recommendations can be submitted to transtf@csusm.edu.
To cite this report, use:
CSUSM Trans & Gender Non-Conforming Task Force. (2017). "Trans & Gender Non-Conforming Task Force Report and Recommendations." California State University San Marcos. San Marcos, CA.
Elena Hoffman C20
The role of the UA Treasurer is to oversee the UA's finances and budget process. This includes:
- Managing the UA's annual budget allocation from the University
- Allocating funding to student groups through the annual budget process
- Maintaining the UA's contingency fund to provide supplemental funding
- Overseeing financial transactions and record keeping
Some key accomplishments and initiatives from this session include:
Penn Undergraduate Funding Guide:
The Treasurer worked with various funding resources on campus to compile all undergraduate funding opportunities into a single guide. This was released to make the funding process more transparent and accessible for students.
Streamlined Budget Process:
Student Bridges is a student-run organization at UMass Amherst that aims to increase college access, awareness, and success for underrepresented students. It has four main programs: community outreach, university retention support, policy advocacy, and academic tutoring/mentoring. The document presents a logic model that outlines Student Bridges' inputs, activities, outputs, and intended outcomes and impacts. It analyzes key stakeholders and proposes evaluation questions to assess whether the organization is implementing planned activities and achieving learning outcomes and impacts like improved academic performance and feelings of support among mentees.
The document discusses student leadership models in university student conduct processes. It provides examples of how students can be involved, such as serving on conduct boards, assisting with restorative justice processes, and advising other students. The benefits listed include creating a more inclusive process, encouraging student engagement, and helping students develop skills like perspective-taking and critical thinking. Challenges mentioned are lack of maturity and turnover. Best practices noted are setting learning outcomes, providing training, and giving ongoing feedback and recognition.
The document outlines the mission, functions, and composition of the Scripps Associated Students (SAS) student government organization. SAS aims to empower students and strengthen the Scripps community. It serves as a liaison between students and school administration/faculty. SAS is composed of various officer positions that are elected by the student body or specific constituencies. The officers oversee activities, clubs/organizations, finances, and advocate for student needs and concerns.
This document provides an overview of fairness as it relates to ombuds work in post-secondary institutions. It begins with an introduction and acknowledgments for a project on cultivating fairness. It then discusses the "Fairness Triangle" model which evaluates procedural, relational, and substantive fairness. The document provides examples of how different post-secondary ombuds offices promote and evaluate fairness. It also discusses challenges in applying the fairness model and the interplay between different types of fairness in decision-making. Overall, the document is a sampling of fairness practices and resources from ombuds offices to promote discussion and reflection on fairness.
The document summarizes the minutes from a student experience sub-committee meeting held on April 3, 2013. It includes an agenda with presentations on career services, graduation rates, and survey results. The survey found that student experience was the top priority for improving the LSU system. Comments from respondents emphasized ensuring a quality education and student life, as well as better preparing students for careers. The sub-committee's charge is to improve access, opportunity, and support for students to enhance graduation rates and career outcomes. The group will discuss recommendations and set the agenda for their next meeting.
Using student voice to improve quality in tertiary education.Ako Aotearoa partnered with the NZ Union of Student' Assoc. to explore how tertiary organisations can make effective use of student voice.
"Student Affairs," presented by Dennis Pruitt at the College Business Management Institute, 2016
-----
Through our team of experts, the Division of Student Affairs and Academic Support enrolls academically prepared students and connects them with experiences and resources that will help them achieve a lifetime of meaningful leadership, service, employment and continued learning. Learn more at sc.edu/studentaffairs.
The Year in Review report offers a glance at the work of the departments and areas that comprise Student Affairs. There is much beyond what's contained here, however. We continue to look for ways to collaborate among departments and with our colleagues across the university in efforts to creating an inclusive campus environment and a signature undergraduate experience.
Forging Research Partnerships in Higher Education AdministrationUT Austin: ACA
Presented by Dr. Audrey Sorrells and Heather Cole at the 2011 ACA & APSA Professional Development Day conference on 2/17/11. Discusses the Research Initiative in the Office of the Dean of Students at UT Austin. This Research Initiative was created to bridge research to practice between academics, student services and community-based agencies to advance opportunities for collaboration and professional development within UT.
The document discusses the rights of learners with special needs and the responsibilities of teachers in special education. It outlines that special education teachers must assess student skills and needs, develop individualized plans, discuss progress with stakeholders, and help with transitions. The code of ethics for teachers says they should nurture student potential, apply professional knowledge, commit to learning, respect colleagues, collaborate with families, and advance the learning community. The standards of practice discuss advocating for student needs, promoting their full potential, demonstrating respect for individuals, and collaborating with students, families and other teachers.
Biological Engineering Personal StatementAmy Alexander
The student interviewed Mrs. Provost, a resource room teacher, to gain insight into that role and how it assists students; Mrs. Provost described her responsibilities like monitoring individualized education plans, assisting students one-on-one, and communicating with general education teachers on student progress; the interview provided the student valuable first-hand knowledge about working as a resource room teacher that will help in future career planning.
The document outlines various policies for student organizations at Georgetown University, including policies around access to benefits, speech and expression, serving alcohol, outdoor events, advertising, and concessions. It emphasizes that student organizations are expected to be familiar with these policies and conduct their activities in accordance with them. The document also discusses Georgetown's mission as a Catholic and Jesuit university and how that informs its policies for student groups.
The document discusses plans to reinvent the National Association of Student Councils (NASC) by establishing a new organizational strategy and model. Key aspects of the plan include adopting a new visual identity as the "National Council of Excellence" to recognize high-performing student councils, expanding programs and products to better support advisers and students, and positioning NASC as the premier organization for student council resources and advocacy. The new model aims to provide clear benefits and value to members such as leadership development opportunities, recognition programs, and access to best practices.
This document provides the curriculum vitae of Kijua Sanders-McMurtry, Ph.D., which outlines her education, certifications, professional experience, teaching experience, media relations, and publications. She has over 15 years of experience in higher education administration, currently serving as Associate Vice President and Dean for Community Diversity at Agnes Scott College. Her background includes positions such as Interim Vice President for Student Life, Associate Dean of Students, and Director of Multicultural Affairs. She also has experience in research, teaching, and diversity consulting.
Inclusive Search and Recruitment Toolkit for Faculty, Graduate Students, and ...Sherri Sanders
This document provides guidance for developing an inclusive search and recruitment process. It recommends establishing a diverse search committee and providing training on mitigating biases. It also suggests developing clear criteria for evaluating candidates, articulating commitment to diversity, and writing broad position announcements to attract a diverse pool of qualified applicants. The goal is to establish equitable practices that promote diversity and excellence.
Students Of The Metro Early College High SchoolMonica Rivera
- Durability and functionality of materials: Colors, furniture, and fixtures should withstand heavy use and be easy to maintain as student unions see a lot of traffic. Neutral colors that don't show wear and tear as much are preferable.
- Inclusiveness and accessibility: The design should make all students feel welcome and make the space easy to navigate for people with different needs or abilities.
- Balance of practicality and aesthetic appeal: The decor should create an attractive, inspiring environment for socializing and events while prioritizing comfort and usability given the busy nature of a student union. Simplistic, sophisticated designs work best.
This report summarizes the findings of a survey of 264 LGBT students at The University of Western Australia (UWA) regarding their experiences. Some key findings include:
- About two-thirds of students felt the campus climate was welcoming for LGBT students, though a significant portion were undecided.
- 16% reported experiencing harassment or discrimination in the past year due to their sexual orientation or gender identity.
- 20% said their identity disrupted their academic progress.
- 18% felt excluded from clubs or societies.
- The report concludes with recommendations to improve supports for LGBT students through additional resources, training, and policies.
CSUSM Trans & Gender Non-Conforming Task Force: Report and Recommendations, 2017char booth
Download accessible PDF: http://bit.ly/csusmtranstf-report
In May of 2016, members of the California State University San Marcos (CSUSM) community issued an open letter to President Karen Haynes advocating for actions to encourage the inclusion of trans and gender non-conforming individuals at CSUSM. In November of 2016, President Haynes issued a call for participation in a Trans and Gender Non-Conforming Task Force (TGNCTF) “in an effort to ensure ongoing support for members of our Trans and Gender Non-Conforming community at Cal State San Marcos.” The TGNCTF was convened in December 2016 as advisory to the President, and by March 17th, 2017 was charged to “Review and make recommendations regarding protocols, programs and services for CSUSM Trans and Gender Non-Conforming Communities to include: Preferred Name Policy Implementation;; Restrooms;; Training;; Housing. Your participation and knowledge will greatly benefit the University and the goals we are working to achieve, which include providing an open, welcoming and safe environment all members of our community.”
In response to this charge, the TGNCTF is pleased to provide an overview of the current status of policies, procedures, and actions relevant to trans and gender non-conforming communities at CSUSM, and to provide recommendations to further improve the environment and experience of our trans students, staff, and faculty. We do so from a variety of perspectives, including those of trans- identified and trans-allied task force (TF) members, trans and allied communities at CSUSM, and stakeholders critical to the implementation of these recommendations. Careful consideration was given to federal and state law, as well as best practice guidance from organizations dedicated to trans advocacy.
Task Force Membership
Char Booth - Associate Dean, University Library (Chair)
Zev Anbar - Student
Bridget Blanshan - Associate Vice President and Title IX Coordinator Wesley Dayhoff - Student
Jessica Dockstader - Student
Anne Rene Elsbree - Professor, School of Education
Lisa McLean - Director, Labor & Employee Relations, Human Resources
Lisa Medina, Registrar - Enrollment Management Services
Deborah Morton - Assistant Professor, Public Health
Steve Ramirez - Interim Director, Planning, Design and Construction
Betsy Read - Professor, Biology
Jay Robertson-Howell - Psychologist, Student Health & Counseling Services
Questions about this report or its recommendations can be submitted to transtf@csusm.edu.
To cite this report, use:
CSUSM Trans & Gender Non-Conforming Task Force. (2017). "Trans & Gender Non-Conforming Task Force Report and Recommendations." California State University San Marcos. San Marcos, CA.
Elena Hoffman C20
The role of the UA Treasurer is to oversee the UA's finances and budget process. This includes:
- Managing the UA's annual budget allocation from the University
- Allocating funding to student groups through the annual budget process
- Maintaining the UA's contingency fund to provide supplemental funding
- Overseeing financial transactions and record keeping
Some key accomplishments and initiatives from this session include:
Penn Undergraduate Funding Guide:
The Treasurer worked with various funding resources on campus to compile all undergraduate funding opportunities into a single guide. This was released to make the funding process more transparent and accessible for students.
Streamlined Budget Process:
Student Bridges is a student-run organization at UMass Amherst that aims to increase college access, awareness, and success for underrepresented students. It has four main programs: community outreach, university retention support, policy advocacy, and academic tutoring/mentoring. The document presents a logic model that outlines Student Bridges' inputs, activities, outputs, and intended outcomes and impacts. It analyzes key stakeholders and proposes evaluation questions to assess whether the organization is implementing planned activities and achieving learning outcomes and impacts like improved academic performance and feelings of support among mentees.
The document discusses student leadership models in university student conduct processes. It provides examples of how students can be involved, such as serving on conduct boards, assisting with restorative justice processes, and advising other students. The benefits listed include creating a more inclusive process, encouraging student engagement, and helping students develop skills like perspective-taking and critical thinking. Challenges mentioned are lack of maturity and turnover. Best practices noted are setting learning outcomes, providing training, and giving ongoing feedback and recognition.
The document outlines the mission, functions, and composition of the Scripps Associated Students (SAS) student government organization. SAS aims to empower students and strengthen the Scripps community. It serves as a liaison between students and school administration/faculty. SAS is composed of various officer positions that are elected by the student body or specific constituencies. The officers oversee activities, clubs/organizations, finances, and advocate for student needs and concerns.
This document provides an overview of fairness as it relates to ombuds work in post-secondary institutions. It begins with an introduction and acknowledgments for a project on cultivating fairness. It then discusses the "Fairness Triangle" model which evaluates procedural, relational, and substantive fairness. The document provides examples of how different post-secondary ombuds offices promote and evaluate fairness. It also discusses challenges in applying the fairness model and the interplay between different types of fairness in decision-making. Overall, the document is a sampling of fairness practices and resources from ombuds offices to promote discussion and reflection on fairness.
The document summarizes the minutes from a student experience sub-committee meeting held on April 3, 2013. It includes an agenda with presentations on career services, graduation rates, and survey results. The survey found that student experience was the top priority for improving the LSU system. Comments from respondents emphasized ensuring a quality education and student life, as well as better preparing students for careers. The sub-committee's charge is to improve access, opportunity, and support for students to enhance graduation rates and career outcomes. The group will discuss recommendations and set the agenda for their next meeting.
Using student voice to improve quality in tertiary education.Ako Aotearoa partnered with the NZ Union of Student' Assoc. to explore how tertiary organisations can make effective use of student voice.
"Student Affairs," presented by Dennis Pruitt at the College Business Management Institute, 2016
-----
Through our team of experts, the Division of Student Affairs and Academic Support enrolls academically prepared students and connects them with experiences and resources that will help them achieve a lifetime of meaningful leadership, service, employment and continued learning. Learn more at sc.edu/studentaffairs.
The Year in Review report offers a glance at the work of the departments and areas that comprise Student Affairs. There is much beyond what's contained here, however. We continue to look for ways to collaborate among departments and with our colleagues across the university in efforts to creating an inclusive campus environment and a signature undergraduate experience.
3. There is another group called Campus Advisers. These individuals advise students
already in the disciplinary process. Their makeup is not limited to faculty, however at this
time, only faculty and staff Campus Advisers exist. Students are permitted to be Campus
Advisers.
Problems with this system
● No student executive administration or oversight.
● No external representation to other groups.
● Lack of proper inservice training beyond initial training
● No refresher courses or training available
● Lack of meetings.
● UHB and CAC are essentially the same thing
● Few hearing board members/poor recruitment.
● Few faculty hearing board members/poor recruitment.
● Few Campus Advisers/poor recruitment.
● No student Campus Advisers.
● Poor student knowledge of conduct process.
● Untimely scheduling of hearings.
● Lack of expected presence in University community
Recommendations on Organization:
It is recommended a restructuring of the SHC. The proposed structure reflects that of a student
governing association.This hierarchical structure allows leadership and guidance, as well as
mentoring for younger members. It furthers the ability of the SHC to accomplish its mission as
stated above.
● Executive Board (President and Secretary, VP of Outreach Team, VP of Campus
Advisers)
○ Supervision of other committees
○ External representation
○ Internal management
○ Communication with faculty members of the SHC
● Hearings and Appeals Boards (910 student members)
○ General membershipall members begin in this committee
○ Discuss sanctioning, explore new ideas for sanctions
○ Sit through appeals and hearings
○ This is the minimum involvement of any member of the SHC
● Campus Advisers (34 student members)
○ Discuss best ways to advise students on Conduct process and procedure
4. ○ Deliver presentations on Conduct process and procedure in coordination with OT
○ Hold office hours by appointment for student advising on disciplinary process
○ Recruit new Campus Advisers
○ Attend extra training in advising
● Outreach Team (1213 student members including own executive board)
○ Program and present on Academic Integrity Policy and the Student Code of
Conduct
○ Contains its separate executive board
Executive Board
The Executive Board consists of a President, three VicePresidents, and an Executive Secretary.
It shall meet bimonthly, at a time to be determined by the board.
President
● Supervise the aforementioned committees
● Communicate with the Director of the OSC, Student Affairs administration and when
appropriate, the Rutgers University Student Assembly (RUSA)
● Supervise recruitment to the committees
● Schedule and preside over meetings
● Communicate with faculty of SHC
● Lead Preliminary Review Board
VP of Outreach Team
● Fill the current role of the President of the OT
● Overlook administration of OT
● Externally represent OT in all programming matters
● Supervise and create the OT executive board
VP of Campus Advisers
● Supervise student advising
● Administrate office hours
Executive Secretary
● Create meeting agendas and minutes
● Create attendance records
● Handle internal communication
7. Recommendations to improve the training process are as follows:
● Implement an application, which will aim to screen applicants prior to their attending the
training sessions.
● Separate the training session into 2 sessions of 4 hours each.
● Observe and critique the performance of each applicant during the training session and
offer acceptance to those who perform consistently throughout the training session.
● Recruit through nomination (ie: established student leaders).
● Include training during the semester and presentations from administrators from the OSC
and other Student advocacy groups (Dean of Students, case managers etc.)
Presence
Currently, there is an insufficient presence of the SHC in the university community. While the
OT hosts events and delivers presentations on academic integrity, there should be a greater
involvement of the SHC with the student population. Increased awareness will give the student
body a greater understanding of the resources the SHC and the OSC provides. Additionally, it
will increase recruitment by clearly stating the requirements, expectations, and benefits of the
SHC.
Recommendations to increase presence of the SHC are as follows:
● Review the current website for the SHC and make appropriate changes that explain the
application process
● A more streamlined brand messaging process involving the Student Affairs Marketing
Team
● More student input on giveaways and trinkets to have at events
Faculty Involvement
Part of the problem in University Hearings is a lack of available faculty Hearing Board members.
The SHC can be used to recruit these members in a number of ways. Firstly, an increase in SHC
members will allow the SHC to contact faculty members and promote the role of Campus
Advisors. Secondly, students will be allowed to nominate faculty members. Lastly, executive
leadership will give representation to the members of the SHC to engage with faculty members.
First Year Enactment
During the first year of implementation of the new SHC, there were will specific conditions that
will help mitigate projected concerns or issues that might arise with the change in structure of the
organization. They are as follows:
8. ● The former president of the OT, Anish Patel will serve as President of the SHC for its
first year enactment.
● The executive board and graduate advisors of the current school year (20152016) will
consider applications for for the positions of Vice President for the Campus Advisors,
Executive Secretary, already elected members of the OT will remain in their current
positions
● Current members of the OT can apply for the executive board positions of the new SHC,
however they will be expected to remain a part of the OT in addition to their new
leadership position.
● Current members of the OT can apply for any of the new leadership positions that will be
available upon the implementation of the new SHC.
● All current SHC members will be grandfathered into the new system and asked to come
to monthly Monday night meetings pending their availability.
● The president will have a standing meeting with the Director of the OSC and advisers
● The eboard will schedule a weekly meeting with the Graduate Advisor(s)
● All members will undergo training at the start of the Fall semester to be scheduled with
the staff
● The new eboard will create a governing document to lay out the procedures and bylaws
of the SHC
○ Many provisions will be taken from the recently created governing document of
the OT
Relationship with the Strategic Plan
The overall goal of the University Strategic Plan is “to be broadly recognized as among the
nation’s leading public universities: preeminent in research, excellent in teaching, and committed
to community.” To achieve this overarching goal the Plan lists four key priorities, “Envision
Tomorrow’s University, Build Faculty Excellence, Transform the Student Experience, Enhance
Our Public Prominence”. The suggestions in this report will allow the Office of Student Conduct
to achieve great strides in transforming the student experience at our University.
● The creation of a panSHC eboard will allow the organization to make more efficient use
of resources and ensure better communication and representation with the greater Rutgers
community.
● The creation of more comprehensive training and continuing education for members of
the SHC will ensure that the Rutgers community has a fair and equitable Conduct
process.