This document summarizes the progress and next steps of an initiative to enhance the student experience at Texas Wesleyan University. It discusses defining the university's signature experience, aligning all aspects of the student experience, and removing barriers to student success. Key areas of focus include increasing support for transfer and international students, improving campus spaces, enhancing career services, and formalizing communication around the student experience. The leadership team will oversee projects in these areas and institutionalize the signature experience approach. The goal is to improve the college experience for current students and develop loyal alumni.
Understand the ways in which an effective partnership with your Students' union can enhance the development of your student-focused activities.
Evaluate a range of approaches to partnership working with your students' union.
Assess your current working relationship with your student's' union and plan ways this can be effectively developed.
As colleges and universities respond to changing conditions and increased community spread of COVID-19 in their regions, they need a tool to revise their reopening plans – and keep revising them as things change.
Based on our conversations with dozens of colleges and universities this spring and our work advising institutions on if/how/what to reopen, we created a tool called the Adaptive Campus Planner.
In this webinar, we walk you through the Adaptive Campus Planner to help jumpstart how you adapt this fall.
Understand the ways in which an effective partnership with your Students' union can enhance the development of your student-focused activities.
Evaluate a range of approaches to partnership working with your students' union.
Assess your current working relationship with your student's' union and plan ways this can be effectively developed.
As colleges and universities respond to changing conditions and increased community spread of COVID-19 in their regions, they need a tool to revise their reopening plans – and keep revising them as things change.
Based on our conversations with dozens of colleges and universities this spring and our work advising institutions on if/how/what to reopen, we created a tool called the Adaptive Campus Planner.
In this webinar, we walk you through the Adaptive Campus Planner to help jumpstart how you adapt this fall.
Everyone agrees that academic departments and central services need to apply joined-up procedures and to work collaboratively, but in reality, frustrating misunderstandings often come between these two interdependent parts of the university. This session will describe a number of initiatives developed at the University of Kent, under the common banner of “Excellence through Partnerships”, which are all aimed at fostering a better understanding between academic schools and central services by enhancing the relationships between professional colleagues in both areas. The presenter will show why and how these initiatives were developed and implemented, discuss their degree of success and suggest learning points that have emerged from the experience. One of the initiatives presented will be a job-shadowing scheme which, the project team believe, proved successful on a second attempt, thanks to its innovative format. Participants will also be given an opportunity to share similar schemes or initiatives introduced in their own institutions and to describe the success and/or problems they have encountered.
NCLCA is a professional organization that addresses the development and concerns of learning centers and learning center
professionals. The Learning Center Leadership Certification program was implemented as a way to promote excellence in learning
center leadership. The most recent NCLCA program to support learning centers and promote excellence is the Center of
Excellence program. This session will describe the development of the program, including the role of Learning Center Best
Practices (Frank Christ), Council on Advancement of Standards(CAS) in Higher Education, and John Gardner's Institution of
Excellence in the First College Year in the process. The discussion will also include an overview of the program components and
why your center should strive for this designation
Guided Pathways and iPASS: Supporting Student Success from Start to FinishHobsons
Stella and Charles Guttman Community College, the newest community college in the City University of New York, is an equity-driven, guided learning pathways institution. Having just completed our fourth year, Guttman’s educational model is proving to be successful in helping students make timely progress towards degree completion; our two- and three-year graduation rates are well above the national average.
Opportunities to Engage First Year Students at Community CollegesHobsons
As part of the Student Success and Support Program (SSSP) led by the Chancellor’s Office, Los Medanos College began implementing tools from the Starfish Enterprise Success Platform – specifically, early alert and degree planning – in 2015. In this Webinar, you’ll learn about their recipe for implementing student success technologies within a statewide initiative.
Forging Successful Learning Centers: Critical Considerations and Evidence-Bas...Lisa D'Adamo-Weinstein
Forging Successful Learning Centers: Critical Considerations and Evidence-Based Practices for New LC Directors
Presented at NCLCA 2021 Annual Conference
Stepping into an LC leadership role and feeling overwhelmed about how to focus your efforts? Join members of the NCLCA Past Presidents Council for an in-depth exploration of evidence-based best practices that will help you improve the infrastructure and operations of your center.
Breakout groups will allow you to begin forging concrete plans in critical areas, including LC programs and services, utilization of online tools and technology, assessment and evaluation, professional development, and budgets and revenue generation.
Co-presented with NCLCA Past President's Council members Geoff Bailey, Lindy Coleman, Lisa D'Adamo-Weinstein, Jenny Haley, and Laura Sanders as part of the National College Learning Center Association (NCLCA) 47th Annual Conference. Birmingham, AL and online.
This presentation by Bryan Figura and Sylvia Gale from the University of Richmond was given at the 2015 Bonner Assessment Institute. It introduces the inquiry-based philosophy and process that U of R's Bonner Center used. For more see www.bonner.org or bonnerwiki.pbworks.com.
Naviance Summer Institute 2015 Product ForumNaviance
The product forum at the 2015 Naviance Summer Institute highlighted Hobsons' commitment to bridging the divide between college eligibility and college readiness.
High School and Community College Partnerships - Bridging the Gap to Higher EdHobsons
Relationships between high schools and local colleges can be a win-win for both sides of the fence. In this webinar, Nancy Daves (former College Counselor at San Jacinto College), Suzie Thomas (Director of Student Personnel Services at Clear Creek ISD), and Dr. Pam Campbell (Assistant Vice Chancellor for Educational Partnerships at San Jacinto College) discuss the positive impact of the relationship between Clear Creek ISD and San Jacinto College near Houston, TX. Learn how the relationship formed, how it helped ease students' transition to higher education, and get tips for beginning or enhancing a similar relationship in your community.
The University of Oxford recently piloted Lean as a structured, participative approach to change. Lean was chosen because its foci on customer value and reduction of waste matched the Academic Administration Division’s (AAD) requirement for a methodology which would engage staff and release resource capacity by reducing wasted effort. SUMS Consulting was asked to introduce Lean concepts to the Academic Administration Division at the University and to facilitate a number of Lean workshops focusing on processes related to student fees and funding. This presentation will bring together three perspectives on Lean. Firstly, the academic background to the methodology and how it has been used in other sectors. Secondly, the Oxford experience and how it has changed Oxford’s approach to change in its academic administration. Lastly, a wider sector experience of Lean and similar methodologies.
Thousands of students, faculty, and staff have contributed to Charting the Future over the past three years to
improve student success and to strengthen our colleges and universities. Learn about the work that has taken place since the eight implementation teams wrapped up their work in June; how the teams’ ideas have resulted into a
work plan for the system; and how you can become more involved.
SUNY Broome is one of 64 campuses in the State University of New York System and a new member of Achieving the Dream. “Joining Achieving the Dream was important for us,” said Heather Darrow, Staff Associate for Student Retention. “We are striving to become a college that is proactive and not reactive. I think that’s why we joined when we did - and why we invested in Starfish. Both investments demonstrate our administration’s commitment to student success.” SUNY Broome focused on early alert flags and Kudos in their initial implementation, and now they are eager to do more. They are training faculty, building automated workflows around flags, and developing ways to encourage participation both within the faculty and for those in non-academic roles. This Webinar will focus on advice and “lessons learned” in the early stages of implementing the Starfish platform at a community college. As Heather Darrow said, “In the beginning it seemed very abstract – I know it can be hard to conceptualize how Starfish will work. But I figured it out, and others can too. I look forward to helping other schools!” Speakers: Heather Darrow, Staff Associate for Student Retention Michelle Beatty, Online Student Advisor
Everyone agrees that academic departments and central services need to apply joined-up procedures and to work collaboratively, but in reality, frustrating misunderstandings often come between these two interdependent parts of the university. This session will describe a number of initiatives developed at the University of Kent, under the common banner of “Excellence through Partnerships”, which are all aimed at fostering a better understanding between academic schools and central services by enhancing the relationships between professional colleagues in both areas. The presenter will show why and how these initiatives were developed and implemented, discuss their degree of success and suggest learning points that have emerged from the experience. One of the initiatives presented will be a job-shadowing scheme which, the project team believe, proved successful on a second attempt, thanks to its innovative format. Participants will also be given an opportunity to share similar schemes or initiatives introduced in their own institutions and to describe the success and/or problems they have encountered.
NCLCA is a professional organization that addresses the development and concerns of learning centers and learning center
professionals. The Learning Center Leadership Certification program was implemented as a way to promote excellence in learning
center leadership. The most recent NCLCA program to support learning centers and promote excellence is the Center of
Excellence program. This session will describe the development of the program, including the role of Learning Center Best
Practices (Frank Christ), Council on Advancement of Standards(CAS) in Higher Education, and John Gardner's Institution of
Excellence in the First College Year in the process. The discussion will also include an overview of the program components and
why your center should strive for this designation
Guided Pathways and iPASS: Supporting Student Success from Start to FinishHobsons
Stella and Charles Guttman Community College, the newest community college in the City University of New York, is an equity-driven, guided learning pathways institution. Having just completed our fourth year, Guttman’s educational model is proving to be successful in helping students make timely progress towards degree completion; our two- and three-year graduation rates are well above the national average.
Opportunities to Engage First Year Students at Community CollegesHobsons
As part of the Student Success and Support Program (SSSP) led by the Chancellor’s Office, Los Medanos College began implementing tools from the Starfish Enterprise Success Platform – specifically, early alert and degree planning – in 2015. In this Webinar, you’ll learn about their recipe for implementing student success technologies within a statewide initiative.
Forging Successful Learning Centers: Critical Considerations and Evidence-Bas...Lisa D'Adamo-Weinstein
Forging Successful Learning Centers: Critical Considerations and Evidence-Based Practices for New LC Directors
Presented at NCLCA 2021 Annual Conference
Stepping into an LC leadership role and feeling overwhelmed about how to focus your efforts? Join members of the NCLCA Past Presidents Council for an in-depth exploration of evidence-based best practices that will help you improve the infrastructure and operations of your center.
Breakout groups will allow you to begin forging concrete plans in critical areas, including LC programs and services, utilization of online tools and technology, assessment and evaluation, professional development, and budgets and revenue generation.
Co-presented with NCLCA Past President's Council members Geoff Bailey, Lindy Coleman, Lisa D'Adamo-Weinstein, Jenny Haley, and Laura Sanders as part of the National College Learning Center Association (NCLCA) 47th Annual Conference. Birmingham, AL and online.
This presentation by Bryan Figura and Sylvia Gale from the University of Richmond was given at the 2015 Bonner Assessment Institute. It introduces the inquiry-based philosophy and process that U of R's Bonner Center used. For more see www.bonner.org or bonnerwiki.pbworks.com.
Naviance Summer Institute 2015 Product ForumNaviance
The product forum at the 2015 Naviance Summer Institute highlighted Hobsons' commitment to bridging the divide between college eligibility and college readiness.
High School and Community College Partnerships - Bridging the Gap to Higher EdHobsons
Relationships between high schools and local colleges can be a win-win for both sides of the fence. In this webinar, Nancy Daves (former College Counselor at San Jacinto College), Suzie Thomas (Director of Student Personnel Services at Clear Creek ISD), and Dr. Pam Campbell (Assistant Vice Chancellor for Educational Partnerships at San Jacinto College) discuss the positive impact of the relationship between Clear Creek ISD and San Jacinto College near Houston, TX. Learn how the relationship formed, how it helped ease students' transition to higher education, and get tips for beginning or enhancing a similar relationship in your community.
The University of Oxford recently piloted Lean as a structured, participative approach to change. Lean was chosen because its foci on customer value and reduction of waste matched the Academic Administration Division’s (AAD) requirement for a methodology which would engage staff and release resource capacity by reducing wasted effort. SUMS Consulting was asked to introduce Lean concepts to the Academic Administration Division at the University and to facilitate a number of Lean workshops focusing on processes related to student fees and funding. This presentation will bring together three perspectives on Lean. Firstly, the academic background to the methodology and how it has been used in other sectors. Secondly, the Oxford experience and how it has changed Oxford’s approach to change in its academic administration. Lastly, a wider sector experience of Lean and similar methodologies.
Thousands of students, faculty, and staff have contributed to Charting the Future over the past three years to
improve student success and to strengthen our colleges and universities. Learn about the work that has taken place since the eight implementation teams wrapped up their work in June; how the teams’ ideas have resulted into a
work plan for the system; and how you can become more involved.
SUNY Broome is one of 64 campuses in the State University of New York System and a new member of Achieving the Dream. “Joining Achieving the Dream was important for us,” said Heather Darrow, Staff Associate for Student Retention. “We are striving to become a college that is proactive and not reactive. I think that’s why we joined when we did - and why we invested in Starfish. Both investments demonstrate our administration’s commitment to student success.” SUNY Broome focused on early alert flags and Kudos in their initial implementation, and now they are eager to do more. They are training faculty, building automated workflows around flags, and developing ways to encourage participation both within the faculty and for those in non-academic roles. This Webinar will focus on advice and “lessons learned” in the early stages of implementing the Starfish platform at a community college. As Heather Darrow said, “In the beginning it seemed very abstract – I know it can be hard to conceptualize how Starfish will work. But I figured it out, and others can too. I look forward to helping other schools!” Speakers: Heather Darrow, Staff Associate for Student Retention Michelle Beatty, Online Student Advisor
The mission of advising is to use a teaching and learning approach that empowers students as they clarify and realize their goals through both curricular and co-curricular engagement.
Initial IdentificationWhen you hear the word college, you mighsamirapdcosden
Initial Identification
When you hear the word "college," you might picture students hanging out in their dorm rooms or packing into large lecture halls for their studies. However, when more and more learning methods are made possible by technology, that representation is dated more and more. Indeed, the popularity of online and distant learning among college students has consistently grown, but does that indicate it's a good fit for you? To help you respond to that question, spend some time contrasting traditional versus online schooling. Since both traditional and online learning have benefits and drawbacks, students should be prepared before entering the classroom (or logging in). This head-to-head comparison concentrated on three crucial components that affect a student's experience. We'll also examine the advantages of "mixed learning" in more detail.
The project encourages Macomb Community College to increase the number of classes it provides to students, both in the physical classrooms and online. College is a time for self-discovery, and there is no better way to figure out one's capabilities and areas of interest than by enrolling in a wide array of subjects during your time there. Macomb analyses data on student learning to pinpoint areas that could benefit from altered rules and procedures. In order to improve the college's Academic Mobility Policy, data on student success is used. This policy establishes a procedure for ensuring that students are enrolled in the proper classes. The set course prerequisites must be met by all students enrolling in English composition, mathematics, reading, and English for Academic Purposes (EAPP) courses. The college has a "mobility period" in place to make sure that students are adequately positioned for success in these foundational courses. Math and English are the subjects where mobility happens the most frequently. As a student, I have participated in a diverse range of classes, and I never stop being astonished by the extent to which the topics overlap.
The Center for Teaching and Learning used the assessment results to provide additional opportunities and resources to support faculty initiatives to integrate communication-based teaching methods into their lessons. On the Macomb Community College Portal, a page titled "Using Assessment Results" was made with resources highlighting communication strategies faculty members can use. Workshops highlighting methods for assisting students in becoming successful researchers, thinkers, and writers in the disciplines were available as professional development opportunities. A book discussion on John C. Bean's book Engaging Ideas - The Professor's Guide to Integrating Writing, Critical-Thinking, and Active Learning in the Classroom was also provided by the Center for Teaching and Learning (2011). The focus of the faculty discussion was developing stimulating writing and critical thinking exercises and approaches.
For instance, completing classes in hi ...
This ppt was created for the ACES conference. We discussed how we created a multi-disciplinary experience for our Higher Education Counseling Students. We also discuss the interventions used by our students to reduce conflict in the residence halls.
NASPA Conference on Student Success: Designing for Student Success in a Hybri...brightspot
brightspot Founder Elliot Felix and Arizona State University Director of Projects Jonathan Myers presented Designing for Student Success in a Hybrid World at the NASPA Student Success Conference 2022.
Seminar given at EduCause 2008 on how OpenCourseWare can help institutions meet their goals. Presentation given by Terri Bays, Dan Carchidi, and Sunnie Kim.
Jisc Change Agents' Network webinar 30 June 2015Ellen Lessner
Dr. Eleanor Quince, University of Southampton and Charlotte Medland, a student on the project, presented an overview of the Mission Employable; a student-led employability activity.
'Reflect and review' the webinar series led by Sarah Knight.
personal perspectives, opportunities and dilemmas of an academic developer
27 May 2013 Centre for Medical Education, Karolinska Institutet, Sweden
invited seminar
Directors Meeting - Feb. 21, 2020
UofSC Division of Student Affairs and Academic Support
Featuring:
Alisa Liggett, Student Conduct and Academic Integrity
Amber Fallucca, Center for Integrative and Experiential Learning
Scott Verzyl, Enrollment Management
Dennis Pruitt, VP for Student Affairs
Presentation at the 2017 SUNY CIT Conference discussing the integration of Academic and Instructional Services at SUNY Empire State College into the college's learning envornoment.
Ryerson's Career Checkpoint: Embedding Student Development into On-Campus Job...Ryerson Student Affairs
Ryerson's Career Checkpoint: Embedding Student Development into On-Campus Jobs
by Paulina Nozka & Kaitlyn Taylor-Asquini
As part of its commitment to preparing students for life after graduation, Ryerson University is embedding learning outcomes and implementing a professional development program into its 1,000+ on-campus student jobs. Informed by leading theories in student and career development, Career Checkpoint is composed of five key components, including supervisor toolkits and a student employee development program. The pilot year includes test and control groups involving multiple University departments, to demonstrate the benefit of embedding co-curricular learning in the workplace.
Alan Roberts: Student engagement in shaping Higher Education. Slides from the University of Liverpool Learning and Teaching Conference 2009.
In February 2009 the Centre for Higher Education Research and Information produced a report to HEFCE on student engagement in England. The study aimed to:
* Determine the current extent and nature of student engagement in higher education in England;
* Explore current models of formal and informal student engagement;
* Explore institutions’ rationales for student engagement policies and practices, their measures of effectiveness, and perceptions of barriers to effectiveness;
* Explore what institutions and sector bodies might learn from student engagement models operating in other countries
Liverpool Guild of Students, on behalf of the University of Liverpool, was one of the case study organisations. This session will be used to create discussion about student engagement in learning and teaching issues at the University.
Gcsv2011 developing high quality service learning-weaver and wojkovichServe Indiana
This document was created by an individual or individuals who submitted a proposal so he / she / they may present at the Office of Faith-Based and Community Initiative’s 2011 Conference on Service and Volunteerism (GCSV11). This proposal was approved by the Indiana Commission on Community Service and Volunteerism (ICCSV) and other community partners. Sharing this document is a courtesy extended by the OFBCI to conference attendees who may want to reference materials covered at the GCSV11, and the OFBCI in no way not responsible for specific content within.
Similar to TXWes Signature experience_update_2_11 (20)
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
3. Setting the StageOwning Our Signature Experience We know who we are … Our mission at Texas Wesleyan University is to develop students to their full potentialas individuals and as members of the world community. We are committed to the principles that each student deservespersonal attention We seek and employ faculty and staff with commitment and dedication to teaching, inspiring, and serving students. What we do more of than anyone else …” enable student performance by eliminating barriers to performance” We understand our target students (current and future)… We serve two distinct undergraduate populations ….those that enter as freshman and those who enter as transfers… We provide a personalized learning environment and unique services that helpsstudents who are challenged by life circumstances to graduate from college and to find success in a career or graduate school
4. Setting the Stage Owning Our Signature Experience We want to communicate who we are vividly, with “stories” of actual practices or events – “signature experiences” … TXWESSignature Stories aboundfrom students, faculty, parents but … Our challenge is to “unlock our secrets” and share them We need to align all elements of the student experience … We have developed core signature processes around freshman … yet we have opportunities to reinforce and deepen the experience Ourtransfersneed similar support structures but are currentlyunderserved We need to embed everyone deeply into the fabric of execution We have not formalized and aligned the university community around the student “signature experience” … members engage because they are personally committed
25. Role of the Executive Team & SELTGoing forward… Near term, the Executive Sponsors will take an active role in stewarding, with the help of volunteers, (4) chartered Signature Experience projects The Signature Experience Leadership Team (SELT) is formally charged with: Helping to bring the initiative to life and institutionalizing the approach Acting as ambassadors within their functional areas Acting as advocates by identifying actionable ways in which we can improve the undergraduate student experience Sponsoring the “quick hit” lighthouse projects
27. Enhancing Transfer Student EngagementArea of Focus Scope Develop an intentional community driven process by which transfer students become engaged and successful members of the Wesleyan community. This process begins at the students time of acceptance and continues through the time at which the student identifies sufficient campus resources and engenders a sense of shared belonging to the Wesleyan campus. Deliverables Use existing student engagement related data, identify what attracts and engages transfer students to the Wesleyan campus Understand the current process for engaging transfer students and identify lessons learned from the current Freshman engagement process Benchmark process from a select number of similarly positioned universities; coordinate potential targets and activities with other streams of work Recommend opportunities for improvement … identify both “quick hits” and long term needs for program or process developments Integrate insights and recommendations with on-going work in the career services and facilities areas Project Steward:Pati Alexander
28. Organizing to Deliver on the Career PromiseArea of Focus Scope Develop an integrated approach to career preparation that includes academic programming, career counseling, with opportunities for meaningful career-related experiences and career placement services that support placement in a preferred profession. Deliverables Short Term Assess the value and recommend action on the Manpower, Inc. opportunity Longer term Using 3-4 pathfinder undergraduate majors… understand the current process for career preparation from point of admission to professional placement Benchmark the process from a select number of similarly positioned universities; coordinate potential targets and activities with other streams of work Recommend opportunities for improvement … identify both “quick hits” and long term needs for program, process, and/or structure of services Integrate insights and recommendations with on-going work on transfer student engagement and facilities areas Project Stewards: Allen Henderson
29. Making Our Spaces CountArea of Focus Scope Using student input, make our physical and virtual spaces positively contribute to the overall student experience. This would could include: Examining the location, layout, and design of physical spaces; Addressing/improving facilities maintenance, furnishing, fixtures, and displays Development of virtual spaces Deliverables Using survey and usage data, identify what elements attract and engages students Benchmark from a select number of similarly positioned universities; coordinate potential targets and activities with other streams of work Recommend opportunities for improvement … identify both “quick hits” and long term needs Integrate insights and recommendations with on-going work and Master Plan Project Steward: Bill Bleibdrey
30. Enhancing Campus CommunicationsArea of Focus Scope Develop process that coordinates and facilitates the scheduling and communication of “events based “ information to the campus community. Communicating about the “Signature Experience” to all constituencies Deliverables With regard to events based communications: Using existing student and alumni data, identify what types of information attracts and engages them along with their preferred methods of communication Understand the current process for scheduling and communicating events based information Benchmark process from a select number of similarly positioned universities; coordinate potential targets and activities with other streams of work Recommend opportunities for improvement. With regard to Signature Experience communications: Develop communication strategy and tools that can be used with all stakeholder groups (e.g., students, employees, alumni, board, community partners, and donors) Make recommendations about content and context for messaging across multiple medium, including advertising, signage, promotions, collateral, and other structured communication Develop a sustainable model for developing communication materials long term Project Steward: Joan Canty
31.
32. Address campus beautification with a dedicated campus event
33. Address need for informal learning spaces across campus
34.
35. The Payoff …What we’re looking for in the end Put Wesleyan at the top-of-mind for prospective students Provide current students with a great college experience Develop loyal alumni who support Wesleyan …for life Having a well developed Signature Experience serves to….
37. Phase 1: UndergraduatesProgress-to-Date Timeline Lighthouse employees celebrated for their efforts and asked for their input on SE opportunities … identify opportunities for spring T. Erickson presentation of “Next Generation Learners” on Campus SE initiative (phase 1) commissioned by Executive Team Findings presented to Sr. Staff and key Faculty & Staff Additional data on key themes collected from “touch point” employees Signature Experience introduced to University at all employee meeting Oct-Dec 2009 I Jan-Mar 2010 I April –June 2010 I July- Sept 2010 I Oct –Dec 2010 I Jan- Mar 2011 Moxie collects experience data from students and presents findings to Sr. Staff Signature Experience introduced to President Slabach and commitment to SE confirmed in University event Data collected from undergraduate students and key staff SELT formed to establish grass roots ownership and act as advisory team for sponsors SELT and Sponsors identify key initiatives for next 12 months Signature Experience introduced to students at kick-off event
Texas Wesleyan University is the best kept secret in North America. Or at least, that’s what people who visit tell us.About 3 years ago, we were looking to outsource our Help desk and Network Services functions in IT. During the proposal and bidding process, companies brought people to our campus. Towards the end of the bidding process, one of the managers said, in parting, “this university is extraordinary. If only people knew what you have going on here, you would have to beat them back with a stick.” We knew he was being honest, since there was nothing to gain. He had just found out that his company had lost the bid. So we started to listen closely in informal settings to what our students, faculty, staff, alumni and those who visited were saying. Some themes began to emerge. Texas Wesleyan is extraordinary and the things that other institutions seem to struggle with, seem to come to us naturally.So we decided to trust but verify. What we would like to do is share our journey toward developing what is now called the “Wesleyan Signature Experience.”
nGenera, experts in talent management and originators of the “signature experience” concept, joined us to help inform and guide our discovery process. Student, faculty and staff groups were brought together to formalize the information gathering process and provide context and meaning to what we were learning about ourselves.
The Signature Experience initiative is comprised of three phases. The first phase focuses on our undergraduate students. The second phase focuses on the experience we provide our employees. The third and final phase looks at the experiences we provide to our students in graduate and professional programs. We are currently in the middle of phase one.
In late august, we organized to begin phase one, designing the undergraduate student experience. Led from the top, sponsors for this initiative are Pati Alexander, Bill Bleibdrey, Joan Canty, and Allen Henderson. Faculty and Staff also have a voice in the design of the Signature Experience. Appointed representatives sit on a direction setting body. These individuals were tasked with the responsibility with: (1) helping to bring the initiative to life; (2) acting as ambassadors within their functional area; and (3) acting as advocates by helping to identify actionable ways in which we can improve the undergraduate student experience.
Using student, faculty and staff feedback, the Executive team and SELT identified a set of priorities for enhancing the undergraduate experience. Specifically it included the following:Align the UniversityAlign “Signature Experiences” with Strategic Plan Communicate …communicate…communicateRecognize extraordinary commitmentRemove Barriers to Student SuccessIncrease services for transfer Students Increase support for international studentsIncrease support for Career ServicesMake our Spaces Count Neutralize student “dissatisfiers”Enhance sense of communityPlan for the future
You may remember that we called the University community together in August of 2010 to : Share the strategic plan; and Introduce the signature student experience, Identify the SELT members And identify what you, as a member of this community, can do now to impact the student experience. In October, we followed-up with a broader introduction of the signature experience at a campus “barbeque.” Quickly following those events, we launched a Signature Experience Blog and a feature article in the Wesleyan Flame. The purpose of all of these was to: Communicate what the “signature student experience” is and why it is important Reinforce that it is part of our strategic plan, Share that we have organized to work on specific projects and have made progress, And to reinforce that even if you are not formally associated with the projects, you have an important role to play on a day to day basis.
As part of our work on the Signature Experience, we realized that we needed to involve the broader university community and leverage their passion to deliver a set of “quick hit” projects. So we invited a small set of faculty and staff to join the SELT in December to identify a set of “quick hit” projects that could have a significant impact on the student experience. These projects were designed to be developed and delivered within a semester’s time. Five projects were identified: Address campus spirit with renewed efforts at homecoming Address visibility with “lighting up” the roofline of the library Address campus beautification with a dedicated campus event Address need for informal learning spaces across campus Increase communication about Signature ExperienceYou may have already noticed an increase in the spirit related activities surrounding a very successful homecoming. We are in process with the development of the other three initiatives.
As part of work we realized that we needed to increase the support to the International Student program, including:Adding cooking facilities, enabling cuisine options Providing transportation off-campus during holidays Adding staff to International Office
We knew that there were a number of issues that were dissatisfies for students, and one of those was our physical space. For example, every year, we conduct a Student Satisfaction Survey. Even though our statistics rank us as one of the safest campus in north Texas, security is often perceived as an issue. This year we added 40 new lamp posts and hired an all-new security team with bike patrols. We also installed “way-finders” throughout the campus to help new students and visitors navigate our campus.
We also knew that we needed to increase our investments in technology. You may have already noticed some of these changes on campus.
We realized that we had “space” but that those spaces were not doing what we needed them to do … act as enablers to the development of a sense of community. The lobbies of our residence halls were uninviting and therefore, underutilized. It was time for an extreme makeover. This picture doesn’t do justice to the new color scheme, the new furniture, and lighting. But the smiles on the students’ faces…and the fact that students now USE the lobbies as a social gathering spot, illustrates that focusing on the student really works. You may have also noticed changes in other spaces as well. And the brand new $3-million dollar fitness center gives students another place to get together on campus--outside of class and after hours.
Finally, we have just started the development of the Facilities Master Plan. It is our expectation that we will use insight provided from the Signature Student Experience to guide the development and deployment of the Master Plan. As you can see from all of the activity to date, we realize that we need to make our spaces count.
In a very short period of time, we’ve been able to accomplish quite a bit but we’ve got a number of initiatives that will require more substantive work. So we’ve taken this opportunity to organize for a more sustained effort. Going forward …
Near term, the Executive Sponsors will take up a more active role in stewarding, with the help of volunteers, (4) chartered Signature Experience projects.While the Signature Experience Leadership Team (SELT) will focus on Helping to bring the initiative to life and institutionalizing the approachActing as ambassadors within their functional areasActing as advocates by identifying actionable ways in which we can improve the undergraduate student experienceSponsoring the “quick hit” lighthouse projects
This means there are two coordinated streams of work that will be running concurrently: The first stream of work are chartered projects that are being stewarded by the Executive team. These activities are project based … have a longer time line … and required budgeted investments. They are populated by volunteers who will be asked to set aside specific time to work on them for a sustained period of time. If you are interested in volunteering, speak to the executive sponsor of the project. The second stream of work is populated by “quick hit” projects sponsored by the SELT. These projects are activity based projects … aligned to the focus areas within the signature experience … but are time and material type of investments. These projects are populated by passionate volunteers who are only able to give “short bursts” of committed time. These projects will be refreshed on a semester basis. If you are interested in volunteering, speak to a SELT member.
Our first formally chartered project is “Enhancing Transfer Student Engagement.” (Read details)
The second project is “Organizing to deliver on the Career Promise.” (read detail)
The third chartered project is “Making Our Spaces Count.” (read detail)
The fourth chartered project is “Enhancing Campus Communications.” (Read detail)
Lighthouse faculty and staff are those people who have a commitment and passion around this topic. Membership is not limited … and we invite you to self-identify yourself to a SELT member if you would like to get involved in these projects. We have a number of projects which are still on tap for this spring that you may want to get involved in, including: Address campus beautification with a dedicated campus event Address need for informal learning spaces across campus Increase communication about “Signature Experience”
As you can see, our two streams of work align very nicely … allowing us to address long and short term opportunities.
By creating a compelling signature student experience, we firmly believe we will enhance our ability to recruit our target student population as well as engage and retain them through graduation. Furthermore, we believe that if we can engage them through graduation via our signature experience, we will increase the probability that our students will recognize the valuable role the University has played in their personal and professional success and actively participate as alumni, committing personal time and resources to the mission of the University.