É«»¨ÌÃ

The Assessment Committee is responsible for advising, consulting, and monitoring informal and formal assessments across the Division of Student Affairs. Through the lens of analysis of the student experience, the committee will collect data related to campus climate, satisfaction, program evaluation, operations and services.  Further, the committee will:

• Assist in the development of a culture of evidence;
• Coordinate assessment related to the Division of Student Affairs’ strategic plan
• Provide access and guidance in utilizing Campus Labs and Compliance Assist tools;
• Provide direction on data analysis and timely distribution of key findings; and
• Identify best practices and make recommendations to the Associate Vice President and Dean of Students.
• Create an Annual Report and Impact Report highlighting divisional assessment accomplishments

The Diversity, Equity and Inclusion Committee explores ideas, initiatives, and programs to help create an inclusive campus community that values diversity. The Committee provides leadership in aligning Divisional goals and priorities with Towson’s Diversity Strategic Plan.  

Objectives

• Educate Student Affairs staff on the models of diversity, equity, inclusion, cultural competency, and social justice and promote the integration of these concepts into their daily work to support student development
• Advise Student Affairs leadership on DEI related issues impacting the Division and campus community
• Share and disseminate information about DEI relevant to the Division and our practice as Student Affairs professionals

The Student Affairs Emergency Preparedness and Risk Management Work Group's mission is to collaborate on emergency and risk management strategies and initiatives designed to enhance preparedness and improve the Division's ability to respond to, and recover from, all threats.

Responsibilities

The Task Force is responsible for:

• Analyze risks which expose the University to the potential disruption of its activities, including risks that are natural and manmade.
• Oversee the development of emergency preparedness and response plans to the risks identified.
• Create templates for departments to develop Continuity of Operations plans in conjunction with Public Safety and Enterprise Risk Management.
• Collaborate with the All-Hazards Committee for consistency with University response protocols.
• Develop training materials and facilitate training opportunities for Division members.
• Review existing department and unit emergency management plans and related policies and procedures.
• Manage the Family Assistance Center, a private space for victims’ families to congregate and receive information and services in times of major crisis.

É«»¨ÌÃ’s Healthy Campus Taskforce will identify the major health issues faced by É«»¨Ìà students, faculty, and staff and recommend and implement ways to further enhance the health and life-long well-being of the University community.  The Taskforce will include a network of representatives from a variety of populations on the campus of É«»¨ÌÃ.

This committee will enhance students’ understanding of themselves and their strengths and how they can use their talents and acquired leadership skills to be successful students and leaders both at É«»¨Ìà and beyond. The coordinating committee will:

• Work with the inaugural Executive Director of the Dr. Nancy Grasmick Leadership Institute build a relationship between Student Affairs and the Leadership Institute.
• Develop a leadership audit of all leadership offerings in Academic Affairs and Student Affairs and the Office of Inclusion and Institutional Equity.
• Work with constituents to help build leadership offerings to the students at Towson University.
• Develop learning outcomes, curriculum and a framework for Clifton Strengths education across the Division of Student Affairs.
• Ensure Clifton Strengths and Leadership education is integrated into major initiatives and programs with the Division of Student Affairs.
• Build partnerships with Academic Affairs to extend the impact of leadership development.
• Develop an assessment plan to measure the impact of strengths on the student experience.

Objectives

• To open access to all departments within the division and beyond to consider restorative practices and education as part of their work
• To clearly identify the work of restorative practices and education as a priority within the division
• To give name and space for future work to be accomplished by members with support from supervisors or departments

Responsibilities

• Provide guidance and direction for the work of restorative practices and education as identified in the student affairs priorities.
• This committee will educate students and departments within the division and outside of the division about restorative practices and provide consultation to individuals and departments about growing the use of restorative practices.
• See the Restorative Practices Strategic Plan for the ways the committee could drive the work of restorative practices.

The Staff Development and Engagement Committee exists to create opportunities for Divisional staff to meet for the purpose of continuing to build a sense of team, to increase communication across the Division, to share information, and to update knowledge and skills needed to do our jobs effectively.  Additionally, the committee makes recommendations on ways to recognize staff, and creates social opportunities designed to enhance and build a sense of community.

É«»¨Ìà benefits from the vibrancy created by student organizations and leaders. Each year we have the opportunity to recognize the contributions of outstanding members to the É«»¨Ìà community through their involvement on campus. This committee is charged with facilitating the nomination and selection of those members and planning the awards ceremony. 

SECC creates and maintains a committed campus environment that promotes academic success, well-being and the development of healthy choices and responsible behavior. The Committee serves as an advisory committee to the President on issues relating to alcohol and other drugs including recommendations regarding policy, strategies and actions. Additionally, the Committee serves as the University’s coordinating committee for alcohol and substance related issues. This would include the review and evaluation of overall messages about alcohol consumption; education and prevention programming:  data collection and analysis about alcohol and other drugs on campus; and the maintenance of relationships with external organizations on issues related to alcohol and other drugs. 

The Welcome 2 É«»¨Ìà Work Group will meet monthly to coordinate the educational and social programs for Welcome to É«»¨ÌÃ. Welcome to É«»¨Ìà runs from move-in day through the first two weeks of classes. This committee will coordinate the marketing of all events; coordinate and collaborate with departments and student clubs and organizations for programming; and ensure that there are signature events for all students to attend.

The CLR Committee is comprised of representatives from Student Affairs, Academic Affairs and OTS and is charged with exploring the implementation of a CLR at É«»¨ÌÃ.  The committee is engaged with researching models, developing a É«»¨ÌÃ-specific framework, providing tools to guide curricular and co-curricular mapping, exploring technology requirements and options, building campus awareness and supporting pilot projects.

The Community of Practice brings managers of student employees together to share best practices, review policies, explore joint student employee professional development, and provide/receive support to transition student jobs to high impact practices.