Which person in the picture above still on staff? (This photo is from fall 1985.) Leave your answer in the comments below.
Input from SAEM staff suggests that our current round of planning will focus on shoring up our communication with and among staff and improving SAEM services. In addition, we will collectively work toward improving staff knowledge of our own best practices (through studying our own data) and facilitating the development of knowledge in best practices in student services externally. This focus on what is working at NMSU and in higher education generally will position us to make informed choices for future strategic planning.
The Big Meetings gave all SAEM staff an opportunity to comment on the ideas other areas had for strategic planning. Those ideas are below. If you didn’t get a chance to comment on these at the meetings, feel free to add a comment below.
Dean of Students
1. Communication and Collaboration (among offices; to and from leadership)
- Create and distribute staff and process flowcharts
- Increase individual recognition
- Know divisional/university resources
- Offer on campus professional development/cross training
2. Student Support
- Train/educate staff, faculty, administration and students that student support services increase retention and student success=graduation
- Offer a session about judicial services/code of conduct for new students
- Student infirmary
- Revitalize CCSU w/student focus
- Student Advisory Board for SAEM
- More support programs (mental health, childcare, veteran, tax services)
- Develop student emerging leader program (for credit) in collaboration with other areas
3. Staff Morale/Development
- Improve service to students (follow-up on our service, calls to offices before sending a student, Quick Connect)
- Resources (competitive salaries, positions, space)
- Q&A sessions
- Outreach/training/informational activities for staff, faculty and students regarding respective programs, topics, trends
- Systems evaluations/assessment
Financial Aid Office
1. Student Support
- Provide FERPA training to improve consistency of compliance and implementation
- Change office configuration to improve FERPA compliance, accessibility, welcoming appearance, space use
- Require an academic plan for all students receiving federal or state funding as a way to link academic progress to aid
- Improve phone tree and tracking system for calls
2. Communication, within and between offices
- Work to increase communication between Advisors and Processors, including the whole office
- Use NMSU list serves to communicate with faculty and staff. Include updates from the FAO for federal, state, current and endowed funding.
- Use the Facebook page for updates from the FAO on federal, state, and institutional funding.
3. Staff Development
- Create an Annual Conference for all staff and faculty for communicating institution-wide about federal, state, and institutional funding updates
- Support conference attendance and shared learning
Health and Wellness
- Review/revise the Core Values of H&W to include values of civility and diversity
- Enhance customer service by collaborating across SAEM (global group)
- Ready References (Names, Numbers, Locations)
- Improve employee recognition at staff meetings (feedback from surveys, emails, correspondence)
- Annual employee recognition of Core Values—Aggie Spirit Award
- Enrich website to include pictures, contact, and basic information and key service contacts
2. Increased Staff Involvement
- Expand annual all-staff meetings from twice a year to three times (Fall, Spring, Summer)
- Ensure that minutes are kept for departmental meetings forwarded to groups and administration
- Develop an Excellence Committee (focus on customer service)—could be a global SAEM group
- Promote the NMSU email and websites (Wellness and SAEM) as the direct link for up to date information and feedback
- Promote Game Day/Aggie Pride Fridays through apparel, group activities, community participation
3. Flex Scheduling
- Educate staff on flexing available (taking classes, teaching classes, weekend/night work)
- Definition of H&W core operations-reasons behind hours of operation, communities served, interdepartmental dependence
Office of Student Diversity and Outreach
- Increase profile of OSDO leadership to all areas of SAEM
- Increase outreach to NMSU so OSDO leadership can be perceived as experts in their communities
- Cultural workshops on leadership styles
- Planning and execution of recruitment and retention efforts at outse
- Promote relationship building within SAEM at every level
- Promote sharing of expertise through SAEM in-house workshops, using Admission’s First Friday meeting model
- Promote 360 degree (open) communication and participation at all staffing levels of SAEM
- Look for ways to leverage resources, especially around data collection, grant writing, fundraising, best practices, recruitment, and retention
- Develop and implement a model for how to use data to support additional resources
- Increase resources for scholarships
Office of Student Engagement
1. Student Support
- Identify student populations with challenges to persistence and graduation to ensure academic support programming is available (e.g. probation or other academic sanctions; non-traditional; sophomore junior level students; student athletes)
- Develop credit courses and outreach programming for targeted student populations
- Pilot Graduation Project: Identify students who have stopped out or withdrawn and have earned a minimum of 98 credits and provide assistance to return for degree completion
- Integrate Career Services offerings into the Aggie Welcome and Orientation Program (e.g. selecting a major or discipline; learning about co-operative and internship opportunities)
- Continue to analyze student data (academic performance; demographics; survey and anecdotal) to identify trends in persistence and graduation as well as student satisfaction with services
- Develop campus-wide team to collaborate regarding Aggie Welcome and Orientation Program (includes events at New Student Registration, Mid-semester Check Program, and AWO which begins on Move-In Day) to achieve objectives of comprehensive Orientation Program for new students, parents, and families
- Evaluate all media regarding programs and services to ensure consistency
3. Communication and Staff Support
- Host Student Engagement Annual Retreat. Involve staff from all Engagement programs to serve on planning committee
- Office of Assistant Vice-President—develop communication tools to provide consistent communication concerning events, training opportunities, staff changes, and implementation of strategic plan objectives
- Expand collaborative efforts with SAEM and other NMSU offices to ensure students are receiving timely and accurate information about the enrollment process, as well as available student support services
- Examples: Aggie Welcome and Orientation activities, Career Services efforts, Registration deadlines
- Work with system-wide Enrollment Policy and Management effort to proactively develop targets and goals for undergraduate, graduate, and international recruiting
- Collaborate with academic and SAEM colleagues on how our technological tools can benefit their areas
- Expand communication between EM offices and share timely information with Admissions staff
- Have staff develop a plan for effective communication among staff, NMSU offices, and with students
- Work with financial aid and other SAEM office about processing and deadlines
3. Staff Development
- Expand communication between EM offices and share timely information with Admissions staff about processes in other areas
- Collaborate with other areas to learn about what they do and to learn about their processes
- Develop capacity in Admissions to collect and analyze data to better meet student needs
- Have staff develop a plan for effective communication among staff, offices and with students
- Develop communication plan to better use technology to communicate deadlines and other information to SAEM staff and the university community
- Collaborate on an annual networking event among SAEM areas to educate the staff on processes/duties within each office
2. Collaboration and Student Services
- Share information and data with colleges and administration about course and room scheduling so we can better meet student academic needs regarding courses
- Collaborate with academic and SAEM colleagues on how our technological tools can help in their areas (Ad Astra, DARS, web tools)
3. Student Retention
- Develop student advocacy skills regarding university processes to promote personal academic success
- Distribute DARS report of students who fulfill graduation requirements at the end of a semester to provost, deans, department heads
Vice President’s Office
- Develop and instill stronger group identify (SAEM)
- Better communication: VP ↔ all levels of staff
- Promote sharing of expertise through in-house workshops
- Facilitate documentation of procedures for purposes of cross-training and consistency
- Capture institutional memory via cross training , professional development, workshops
2. Electronic support for sustainability and efficiency
- Develop recommendations for electronic tools that will be compatible across areas and will facilitate communication, collaboration
- Develop database to facilitate information and resource sharing
- Move SAEM → paperless, as appropriate
3. Use SWAT as a model to coordinate SAEM-wide efforts around
- Technical support
- Professional development
- Quality/Advisory team: combines ideas for Student Support and Employee Council
Posted in Leadership news
Tagged Admissions, Big Meeting, Dean of Students, Executive Leadership Team, Financial Aid, Health and Wellness, Registrar, strategic planning, Student Diversity and Outreach, Student Engagement, Vice President
About 100 people attended the final Big Meeting Tuesday at Corbett Center’s Doña Ana Room, in the final session for SAEM staff to comment on priorities for strategic planning. In both meetings, about 180 staff members shared ideas on how we can collaborate on future directions. Several themes emerged from June’s brainstorming sessions and from the Big Meetings: staff from all areas are interested in improving service to students, developing a better understanding what their colleagues in SAEM do, and using technology better to leverage our work. The strategic plans that emerge from this process should build on these themes.
Our challenge going forward is to honor your contributions by addressing your input in the strategic plans we create. I invite you all to provide feedback: let us know what you thought of the Big Meetings. If you were unable to attend, you are also welcome to comment on the strategic planning process.
About 80 staff members stopped by Wednesday’s Big Meeting in Corbett Center’s Doña Ana Room. They had the opportunity to learn about other SAEM offices and to comment on their priorities for the strategic plan. The response to the event was positive, and we came back with lots of feedback to share with SAEM Leadership.
If you missed yesterday’s chance to comment on SAEM strategic priorities, you have another opportunity on July 24, at 10 am, in the Doña Ana Room on the third floor of Corbett Center. The event runs until 11:30, and you can stop in any time. Bernadette Montoya, VP for SAEM, will be at the next event (she was out of town this week). Refreshments will again be served.
A discussion board has been posted for your feedback.
The Executive Leadership Team of Student Affairs and Enrollment Management is pleased to announce the creation of a SAEM staff recognition award program.
Winning SAEM staff members will receive a one-time cash payment in recognition of exceptional performance above and beyond their normal job duties. Exceptional performance could be a major accomplishment, excellent work ethic and/or outstanding customer service which significantly contributed to the goals of an organizational unit within SAEM.
Any regular SAEM staff member can submit a nomination so, if you are interested in nominating one of your SAEM colleagues for this award, please fill out the appropriate form (exempt or non-exempt) and send it to Dacia Sedillo at MSC 3EM. Nominations will be reviewed by the SAEM Executive Leadership Team, who will forward recommendations to the Vice President for SAEM for a final decision.
Winners will be announced at the Annual SAEM Homecoming BBQ event.
Non-Exempt: Employee Recognition Nomination-Non-Exempt
Exempt: Employee Recognition Nomination-Exempt
Reminder: The Board of Regents accepts nominations for the Above & Beyond Award year-round.
I am pleased to announce that Dr. Michael Jasek will be joining NMSU as our new Dean of Students on August 16. We look forward to having him with us.
Dr. Jasek joins us from University of West Florida in Pensacola, where he was Associate Dean of Students. He has worked most recently in orientation and transition programs, and also has experience with living-learning communities, student judicial affairs, Greek life, and residential life.
Dr. Jasek is active with NASPA, National Orientation Directors Association, International Ombudsman Association, and ACPA.
Dr. Jasek has a doctorate in education from University of West Florida. His Masters and undergraduate degrees are from Texas A&M University in College Station.
Thanks to our search committee for their work during the last few months. In particular, I thank Dr. Tony Marin and Ann Nieto for their leadership in the search process. I appreciate everyone’s participation in the interview process and for providing thoughtful feedback.
Please join me in recognizing and thanking Dr. Susan Waldo for her service as our Interim Dean of Students during the last two years. Her dedication to this role has been truly valued. Susan will resume her duties as Associate Dean of Students and Director of Campus Activities.
Here is some miscellaneous news from offices around campus.
- Effective October 1, the Cashier’s window at University’s Accounts Receivable will open at 8:30 every morning, although the office will continue opening at 8:00. Students can make electronic payments any time on the web.
- The Calling Campaign is again in full swing. Please obtain permission from your supervisor to participate and send an email to: email@example.com indicating you wish to become a caller. For more information, contact Terry Cook at firstname.lastname@example.org
- Don’t forget to attend one of the Big Meetings this week or next to contribute to strategic plans. You will have an opportunity to talk with staff from all areas, learn more about what they do, and contribute to how we can all collaborate to better serve students. These meetings are July 18, 2:00 pm, Doña Ana Room of Corbett Center and July 24, 10:00 am, Doña Ana Room of Corbett Center.
- As we approach the fall semester, I know all SAEM staff can be counted on to welcome our new students and their families to campus. Please help our new Aggies as they visit our offices and find their way around campus
All SAEM staff should plan to attend at least one of the Big Meetings to give input on ideas that are under consideration for SAEM strategic planning.
- July 18, 2:00 pm, Doña Ana Room of Corbett Center
- July 24, 10:00 am, Doña Ana Room of Corbett Center
Refreshments will be served at each of these events.
Members of the SAEM Leadership Team were given the results of brainstorming sessions on June 28. They are now working with senior staff in their areas to develop 3–4 priorities for their strategic plan (due by July 16).
We heard from many of you that we need to work together more closely: this is where we start. At the Big Meetings, all staff can share their ideas about how we can collaborate to better serve our students. The areas represented at these meetings include:
- Dean of Students
- Financial Aid and Scholarship Services
- Health and Wellness
- Office of the Vice President
- Student Diversity and Outreach
- Student Engagement
- University Admissions
- University Registrar
Following these sessions, leaders will finalize priorities for a strategic plan. The final plan will include goals, actions to support goals, timelines, team members, resources needed, and measures of success.
Just as a reminder, here is an overview of the SAEM strategic planning process.
- COMPLETED: March 1 Leadership Team Input
- COMPLETED: Brainstorming sessions June 6–25
- SAEM input on ideas (July 18, 2 pm & July 24, 10 am, Doña Ana Room, CCSU)
- Finalize plan by October 1
- Begin distribution to staff and University Administration in October
- Update plan for 2013 annual reporting (June–July 2012)
Bar Harbor, Maine.
I recently had the pleasure of attending the summer meeting of the Student Affairs Council of APLU (Association of Public and Land Grant Universities) in Bar Harbor, Maine. I have the great honor of serving on the executive committee, and have met some wonderful colleagues from across the country. During our recent meeting, two guests joined us who had been student affairs professionals for most of their careers, and now serve as Presidents of universities. Each shared thoughts on why those from a student affairs background make such great presidents, and how changes in higher education are starting to make student affairs professional more attractive for these level administrative positions.
While I know that many of us may not aspire to a Presidency, I do know that we all aspire to be better leaders, and perhaps to seek higher-level positions than where we may be serving now. The insights that were shared by these two Presidents should provoke some thoughts about your own professional lives and career plans. I look forward to receiving your thoughts and feedback about this and welcome your insight.
Path to the Presidency
- Engage with and seek advice from others
- Be intentional about your decision to enter a search
- Be specific about your skills, qualifications, experiences
- Share examples and highlights of your partnerships with faculty
- Identify successful leaders to serve as your references
Roles of Presidents/Chancellors
- Leader, supporter, negotiator, fund-raiser, relationship-builder, story teller, connector, lobbyist, politician, learner, listener, champion, collaborator, bridge builder, decision maker, risk taker, adapter, communicator, peace maker
Balancing Work and Life
- “I come to my job, not to my life” attitude
- Commit to on-going professional development and network building
- Take care of self
- Delegate, trust
- Schedule vacation and personal time in advance
- Family first
Student Affairs Leaders know how to….
- Articulate the big-picture view of the campus, its vision and many assets
- Stretch a dollar better than anyone
- Respond to and manage a crisis
- Communicate with various stakeholders
- Build a team
- Reach out to diverse populations
- Remain calm under pressure
- Build and maintain positive relationships with students
- Tell stories of student success through various means
- Make decisions using evidence, research and data
- Provide hope
- Lead with a can-do attitude
Final Points and Lessons Learned
- Know and focus on the big things (grow enrollments via a student success culture; build a high-performing senior staff team; focus on the assets or your institution; implement an integrated planning and budget process to lead to greater financial sustainability
- Focus every day on building relationships with all stakeholders
- Think ahead before responding, acting, reacting
- Know that what you say, do, or do not say or do matters and is noticed
- Remember the difference between you as a person, and you as an administrator
- Admit when you are wrong
- Admit vulnerability and seek help
- Grow a “thick skin”
- Stay as long as you are effective
- When faced with a challenge, “sleep on it!”
- Be an active learner
- Keep a sense of humor
- Be yourself, and be genuine to who you are
- Remember, you represent the University in ALL that you do!
The winner of last week’s drawing is Roseanne Bensley! Below is the wordle created from the responses to last week’s dicussion topic. Click on the image to view larger.