More faculty, specifically a full-time lab coordinator and a full-time clinical faculty person (the latter would reduce the number of adjunct faculty needed in the clinical area) Weekend programs On-line courses Increase departmental budgets to allow for programs to continue to develop and grow. Departmental budgets should be relative to the number of programs within the department, as well as the size of the program and faculty in the department. Our department functions on a limited budget and relies on funding for any equipment purchases. There is not enough money to continue to explore how to keep growing programs. Thus, continuing to work with institutional advancement and continuing education should also be a priority to allow for entrepreneurial initiatives. Additional support such as a Graduate Assistant or part-time employee who could assist with such initiatives would be needed for the department Increase spots for Programs in Demand: There are popular graduate programs within the graduate school, which have established a cap on the number of students who can be accepted each term. There may be room for growth in the numbers of students that are accepted into these programs. The Counseling and Family Therapy department for example, offers programs that are in demand and there is always a high level of interest for the programs, yet the enrollment for the programs has a cap Fund an Assistant Director of Graduate Admissions to assist the Director in advancing the graduate admission program of the University. Responsible for assisting in the identification, recruitment, selection and enrollment of new students. Administrator 3 rank. General Studies major – finish developing this baccalaureate program Offered both on-ground and on-line. Target audience – students who are in good academic standing, have already completed a large number of hours but not enough within a given subject to graduate Leverage technology to: improve retention management, build success partnerships across campus, create a timely and strategic information flow, and target our resources to the students who need them. Develop robust analytics based on our own student experiences to predict risk factors and ensure that actions are directed and appropriate for CCSU student success. Consider new baccalaureate or master’s programs that align with areas where we have faculty with expertise and where there is anticipated job growth in Connecticut (can also be part of Programmatic Expansion) STEM majors that are not offered by another CSU Allied health areas and gerontology
More faculty, specifically a full-time lab coordinator and a full-time clinical faculty person (the latter would reduce the number of adjunct faculty needed in the clinical area) Weekend programs On-line courses Increase departmental budgets to allow for programs to continue to develop and grow. Departmental budgets should be relative to the number of programs within the department, as well as the size of the program and faculty in the department. Our department functions on a limited budget and relies on funding for any equipment purchases. There is not enough money to continue to explore how to keep growing programs. Thus, continuing to work with institutional advancement and continuing education should also be a priority to allow for entrepreneurial initiatives. Additional support such as a Graduate Assistant or part-time employee who could assist with such initiatives would be needed for the department Increase spots for Programs in Demand: There are popular graduate programs within the graduate school, which have established a cap on the number of students who can be accepted each term. There may be room for growth in the numbers of students that are accepted into these programs. The Counseling and Family Therapy department for example, offers programs that are in demand and there is always a high level of interest for the programs, yet the enrollment for the programs has a cap Fund an Assistant Director of Graduate Admissions to assist the Director in advancing the graduate admission program of the University. Responsible for assisting in the identification, recruitment, selection and enrollment of new students. Administrator 3 rank. General Studies major – finish developing this baccalaureate program Offered both on-ground and on-line. Target audience – students who are in good academic standing, have already completed a large number of hours but not enough within a given subject to graduate Leverage technology to: improve retention management, build success partnerships across campus, create a timely and strategic information flow, and target our resources to the students who need them. Develop robust analytics based on our own student experiences to predict risk factors and ensure that actions are directed and appropriate for CCSU student success. Consider new baccalaureate or master’s programs that align with areas where we have faculty with expertise and where there is anticipated job growth in Connecticut (can also be part of Programmatic Expansion) STEM majors that are not offered by another CSU Allied health areas and gerontology