Mission Statement

The Division of Academic Affairs teaches and inspires students to use their creativity, knowledge, and skills to transform their lives and communities. Students find success in an inclusive environment with innovative and collaborative applied learning opportunities as well as individualized academic support services that enhance learning and interdisciplinary education.

Vision Statement

The Division of Academic Affairs is committed to offering accessible, distinctive, and transformational educational opportunities, resulting in greater social mobility and preparedness to positively impact our rapidly changing society.

Values, Goals and Possible Metrics

• Connection | Academic Affairs cultivates partnerships among students, staff, faculty, and local and global communities

  • 1. Academic Affairs (AA) will provide opportunities for students to connect academic and professional programs (e.g., minors)

       • Number of non-major credentials (e.g., microcredentials)

       • Percentage (or number) of students enrolled in non-major credentials

       • Percentage (or number) of “alternative” instructional modalities, both Fredonia-approved and additional options.

       • Number of methods to promote exposure to curricula outside of majors, such as offering the Major & Minor Fair, promotion of Fredonia Foundations, etc. 

    2. AA will support outreach to build partnership opportunities (e.g., training, service learning, internships, etc.)

       • Number of community-oriented projects

       • Number of affiliations (e.g., schools, hospitals, etc.)

       • Percentage of students participating in experiential learning  practices*

       • Number of programs offering experiential learning opportunities

       • Number (and/or amount) of resources available for experiential learning opportunities

    3. AA will facilitate teaching, research, & service collaborations across departments, colleges, divisions, & communities 

       • Number of interdisciplinary collaborations, such as research activities, participation in Costello Interplay projects, creation of curricula, etc. 

       • Number of team-taught courses

       • Number of collaborative events, such as those affiliated with the American Democracy Project, Writers at Work, Village-focused service learning, etc. 

    4. AA will strengthen faculty/staff/students’ awareness of resources & support services across divisions

       • Creation and distribution of a directory of resources

• Experiential learning | Students learn by doing within and beyond the classroom

  • 1. Every student will complete at least one experiential learning experience*

       • Percentage of students completing experiential learning opportunities

       • Percentage of students presenting at various venues (e.g., OSCAR) 

       • Percentage of students authoring/co-authoring a publication

       • Responses on the National Survey of Student Engagement (NSSE)

    2. Every degree program will aspire to incorporate multiple high-impact experiences.

       • Number of experiential learning opportunities offered by each program

       • Percentage of programs with more than one experiential learning opportunity available for students

       • Percentage of programs requiring at least one experiential learning experience

       • Number of funding options available for experiential learning opportunities

• Exploration | Students engage with diverse experiences to discover and fulfill their personal and professional aspirations

  • 1. Students will have the flexibility to explore opportunities

       • Number of students participating in first-year seminars

       • Number of undecided students adopting the meta-major curricula

       • Number (or percentage) of students with one or more credentials outside of their major (e.g., minors, microcredentials, etc.)

    2. Comprehensive/interdisciplinary majors (e.g., natural sciences) will be explored.

       • Number of comprehensive/interdisciplinary programs

       • Enrollments in comprehensive/interdisciplinary programs

       • Development of necessary infrastructure to support INDS programming

    3. Current and future self-design and degree completion options will be increased

       • Enrollments in self-design and degree-completion option

       • Number of visits to Advising to discuss a self-design and general degree-completion options

• • Creativity | Academic Affairs fosters an environment that promotes innovation 

    1. The division will support the creativity, innovation, and research of faculty, staff, and students

       • Number of faculty and students receiving travel support

       • Number of outcomes (e.g., published research, performances, etc.) produced per year 

       • Number of grants/awards sought and obtained 

    2. The division will foster disciplinary & interdisciplinary acumen leading to openness to multiple perspectives and new ideas

       • Number of interdisciplinary research projects and initiatives

       • Number of faculty-student collaborations

       • Number of multi-purpose, flexible, teaching and innovation spaces

• Inclusive excellence | Academic Affairs provides all students the access to opportunities and tools they need to achieve their individual goals

  • 1. The division will ensure equitable awareness of opportunities

       • Creation of a directory of faculty research/expertise to be updated annually

       • Creation of a directory and/or better advertisement of forms of support available to students 

    2. The division will ensure equitable access to resources for success

       • Analysis completed to determine students’ awareness and perceptions of available resources

       • Collaboration with Student Affairs to complete a study of best practices for ensuring equitable access

       • Increase in scholarships for internships, study-abroad, and summer research opportunities

    3. Academic Affairs will increase collaborations with Student Affairs

       • Identification of opportunities for collaboration and the building of structures to support those opportunities (e.g., living-learning communities, faculty fellows, service learning, etc.)  

       • The creation of opportunities for faculty and staff to explore non-academic spaces and learn about resources offered (e.g.,  safe spaces)

       • Develop awareness within AA with regard to current processes available to support students in need (e.g., students of concern process, Starfish, etc.)

       • The determination of best practices for inclusive learning spaces and tools to assess spaces designed for student learning (e.g.,  study lounges, computer lounges, library spaces, etc.)

       • Creation of an inventory of spaces that can support diverse learning needs

    4. Academic Affairs will ensure that all students obtain financial literacy to facilitate social/economic mobility

       • All instructors of first-year seminars receive resources and/or training to teach financial literacy

       • Personal finance workshops for students are offered every semester 

    5. Academic Affairs will increase awareness of opportunities for professional development/training on topics related to Diversity, Equity, Inclusion, & Social Justice (DEISJ)

       • Number of faculty and staff members participating in DEISJ-oriented professional development opportunities

       • Number DEISJ courses added to the catalog 

       • Diversity of content areas contributing to the DEISJ category

___________________________

* Examples of experiential learning include:  

Service/community-based learning (e.g, Village projects)

Undergraduate research

Student internships

Student field experiences

Mission:

Enhancing student development and wellness through collaboration and personalized support.

Vision:

Creating and sustaining a community where all students can thrive.

Values:

Belonging | We affirm each student for who they are and help them feel connected.

Compassion | We show care for self and others.

Innovation | We grow with our students.

Integrity | We embrace authenticity, transparency, and respect.

Wellness | We recognize health and safety as fundamental to student success.

Goals:

Financial Sustainability   (Definition: Manage resources with intention and responsibility.)

1. 1. Create an environment where students can find what they need easily. (TBT: 2.2, 4.3)

   2. Develop a mechanism that facilitates short-term and long-term planning for the division. (TBT:  2.1)

   3. Create a culture of collaboration between departments. (TBT: 2.1, 4.2)

   4. Promote transparency about Student Affairs funding, spending, and resources. (TBT 2.1, 2.2)

   5. Cultivate a culture where professional development is prioritized and supported. (TBT 1.4, 5.3, 3.1, 3.4)

DEIAB   (Definition: Everyone belongs here.)

1. Create and sustain a co-curricular environment where all students, faculty, and staff can safely be themselves and be valued for who they are. (TBT: 1.3, 3.1, 3.3., 4.1, 4.4)

2. Identify and remove barriers to success for marginalized populations both academically and personally. (TBT: 1.3,3.3, 4.2)

3. Establish a culture of student involvement in divisional initiatives, allowing for many student voices to be heard. (TBT: 3.1, 4.1)

4. Advance a culture in which staff and students are engaged in continuous discovery and learning about identities, marginalization, privilege, and other topics connected to diversity, equity, inclusion, accessibility, and belonging. (TBT: 4.1, 1.4, 5.3, 3.1, 3.4)

Wellness  (Definition: We guide students and staff in staying safe and keeping healthy.)

1. Cultivate and sustain an environment that connects students to necessary services. (TBT: 1.3, 2.2, 4.3)

2. Structure services to support basic needs. (TBT: 4.3, 4.2)

3. Create processes that allow for the integration of health and wellness services for students by promoting stronger partnerships across campus. (TBT: 3.4, 4.2)

4. Create a culture in which individual wellness is valued for faculty, staff, and students. (TBT: 4.4)

Academic Excellence  (Definition: We support student’s academic and personal success.)

1. Provide opportunities for co-curricular learning (e.g., student leadership opportunities, service learning, internships, local and global citizenship, etc.). (TBT: 1.4, 3.4)

2. Explore and develop overt partnerships between the divisions of Academic Affairs and Student Affairs. (TBT: 1.3, 4.2)

3. Maintain and improve support structures necessary for student academic and personal success. (TBT: 1.3, 4.4)

Mission:  

Through leadership in the management and integrity of SUNY Fredonia’s financial and physical resources, auxiliary services, and campus safety and sustainability, we support the overall SUNY Fredonia mission to educate, challenge, and inspire students to become skilled, connected, creative, and responsible global citizens and professionals.

Vision:  

To fulfill our potential as the foremost Finance and Administration division in the SUNY system, providing precise, effective, and efficient customer service to our faculty, staff, students, and the Fredonia community.

Values:

Dedication | We believe in the collective strength of our personnel and providing excellent customer service through collaboration, innovation, and dedication.

Stewardship | We are committed to being good stewards of our resources and adhering to University, SUNY, New York State, and Federal regulations and policies.

Efficiency & Effectiveness | We seek effective and efficient ways to maintain and enhance the quality and timeliness of the services we provide to our campus and community.

Goals:

Academic Excellence: Strive to provide students with the utmost support services, spaces, and resources needed for experiential learning opportunities through the efficient and effective execution of academic support functions and campus planning and renovations.

• Active & Collaborative Learning – Experiential learning opportunities (internships, applied learning projects, etc.).

• Cohesiveness of Campus' Master Plans.

• Internal Process Quality – Evaluate the effectiveness of operational processes / Ways to Streamline.

• Student Satisfaction of F&A support services and building & grounds.

Financial Sustainability and Stewardship: Advocate for fiscal accountability, increased state support and investment as well as long-term financial sustainability through updated budget strategies and expenditure reviews.

• Enhance budget transparency.

• Encourage fiscal accountability – Provide financial data and trainings.

• Promote succession planning as well as other system and process improvements.

• Support and assist in lobbying efforts to SUNY System Administration and New York State for increased state support and investment in Fredonia.

• Assist in the development and management of alternative revenue sources.

Diversity, Equity, Inclusion, Accessibility & Belonging: Foster a culture of inclusivity, connectedness, and belonging to all students, faculty, staff, visitors, customers, and campus community members.

• Recruitment & Retention – Promote an inclusive work environment.

• Collaboration & Involvement – Support an informed and trained workforce through professional development opportunities. 

• Accessibility – Identify barriers and work towards creating both physical and emotional accommodations.

• Accountability – Create a workplace culture in which all employees can thrive, and which ensures all employees have an equal opportunity to reach their full potential.

• Connectedness – Increase satisfaction through daily interactions and by requesting constructive feedback.

Wellness & Wellbeing: Advance a culture of balance and quality of life through workplace policy, best practice standards of operation, and a ‘people-first’ mindset.

• Succession planning (cross training).

• Educate and share resources with employees on how to improve physical and mental wellbeing.

• Provide access to healthy food options and resources that support a healthy, well- balanced lifestyle. 

• Continue to maintain a safe and secure campus environment (24-7 security and emergency response support). 

Distinctive Identity: Continue to maintain and improve the physical appearance and amenities of the campus to enhance the overall recruitment strategy. This will engage the community and attract and retain faculty, staff, and students.

• Strategic management and maintenance of the campus spaces (buildings, roadways, green spaces, utilities).

• Adding new technologies (lighting, device charging stations, HVAC equipment and ZEV charging stations).  

• Provide support of existing building access control and camera systems to further expand as necessitated.

• Capitalize on our geographic location and embrace the natural resources available.

• Advertise and administer meal plans, laundry, and other critical services offered through the FSA to support and enhance services to the greater campus community.

Mission: 

Fredonia's University Advancement division develops and fosters relationships and creates innovative opportunities for students, faculty and alumni to achieve ongoing success.

Vision: 

Fredonia’s University Advancement strives to support recruitment and retention of students, faculty, and staff by engaging in philanthropic efforts, developing positive messaging, and building strong alumni and community connections. 

Values:

Connectedness | Building relationships with our constituents by being authentic, transparent, trustworthy, and responsible stewards. 

Sincerity | Being considerate of all audiences by sharing inspired and open communication.

Inclusiveness | Fostering a culture where all are valued and diverse perspectives and life experiences are celebrated.

Forward-thinking | Planning and executing with forethought and efficiency; utilizing new and developing technologies to support our mission. 

Goals:

1. Support the growth of individual students and undergraduate and graduate majors through creative and authentic communication to internal and external audiences.

a. Develop inclusive marketing strategies to promote academic programs

b. Build upon relationships with academic departments to create synergy between program priorities and donor interests. 

c. Utilize alumni success stories to share the message of Fredonia’s outstanding academic programs

2. Increase engagement and enhance fundraising efforts of the university with alumni and the community.

a. Engage alumni and friends in increased fundraising efforts to support the vision and future direction of the university 

b. Develop programs to instill a culture of philanthropy and civic engagement of students, and promote the concepts throughout their academic career

c. Develop authentic and positive communication and story-telling techniques to support division efforts to promote philanthropy, affordability, and accessibility 

d. Increase communication frequency with all alumni

3. Create pathways to effective learning through technology, scholarship, and financial support.

a. Develop authentic messaging to promote Fredonia’s culture of diversity, equity, inclusion, accessibility, and belonging

b. Develop opportunities to support staff in areas of professional development, career advancement, and significant accomplishments.

c. Support the training of staff in areas of cultural awareness, competencies and sensitivity. 

4. Develop methods of evidence that define and demonstrate the effectiveness of the division’s efforts to promote and support student success, and support the university’s guiding commitment of “Recruitment & Retention of Students, Faculty, and Staff.”

a. Monitor and assess student, alumni, and public engagement with digital and social media platforms

b. Evaluate the effectiveness of outbound communication to alumni and other stakeholders

c. Monitor and evaluate the quantity and quality of marketing material produced by Marketing and Communications

d. Assess and consistently communicate philanthropic support for the university

e. Explore new and innovative ways to communicate with alumni and stakeholders