GOAL 3: TALENT DEVELOPMENT
Develop and maintain a nationally recognized Talent Development Program that invests in professional and leadership growth of staff.
Strategies
- Radically and invasively review/enhance policies and procedures to positively impact student persistence to graduation.
- Promote and institutionalize activities and services to ensure nationally recognized increases in graduation rates.
- Create a cutting edge centralized academic support services center to provide tutoring, writing support and research support for students.
- Create invasive efforts to enhance retention, progress towards degree completion, and graduation rate aimed at decreasing achievement gaps among students from first-generation, low-income, underrepresented, and educationally disadvantaged backgrounds.
= complete 
= in progress
| Strategies | 2013-14 | 2014-15 | 2015-16 | 2016-17 | 2017-18 | |
|---|---|---|---|---|---|---|
| 1. Every Student Affairs staff member will create an annual Professional Excellence Plan identifying the knowledge, skills and experiences they need to continue to grow and develop their capacity to perform their key responsibilities and support their future growth: | ||||||
| 1A | Create the Student Affairs Leadership Institute |
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| 1B | Incorporating Student Affairs Core Values into the performance evaluation system | |
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| 1C.i | Campus-based training on key topics and issues |
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| 1C.ii | Cross-training and/or rotation opportunities |
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| 1C.iii | Professional development opportunities, and support to pursue advanced degrees |
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| 1C.iv | Support to pursue advanced degrees |
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| 2. Provide comprehensive professional development opportunities: | ||||||
| 2A.i | Access to a mentoring program |
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| 2A.ii | Funding to support appropriate professional development |
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| 2A.iii | Opportunities to share best practices, and encouragement to contribute to professional publications |
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| 2A.iv | Encouragement to contribute to professional publications |
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| 2B.i | Training and support to mentor, coach and develop staff potential |
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| 2B.ii | A succession plan to enable better transitions as vacancies exist |
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| 2C | Training and support for establishing standards and practices using and managing social media |
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| 3. | Create a process to define what the Core Values mean. |
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| 4. | Create incentives and recognition programs. |
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