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STUDENT ORIENTATION AND FAMILY PROGRAMSContributions Toward Divisional GoalsGoals > Progress Toward GoalsOptimize organizations, programs, and services to supportUniversity enrollment goals.• Breadth and Capacity of Orientation Programs: Orientationprovides specific Orientation programs to accommodatethe growing University Scholars program. We will continueto adapt our programs to meet the growing and changingneeds of the student populations, much as we adaptedthe Transfer Orientation to meet the needs of that group.• Distance Enroll Group: We have solidified the practice ofDistance Enrolling students who live too far to attendOrientation. By creating the “distance-enroll” event in PeopleSoft,we are able to accurately track this group, whilekeeping attendance in our Orientation events accurate.Support student learning, personal development, andacademic success.• Orientation programs: Orientation offered almost 30 orientationsessions during the summer of 2010 to transitionstudents to SB. Sixteen transfer sessions and 17 first-yearsessions were offered. Six Orientations occur inJanuary.• OL Development: The new assistant director has implementedadditional diversity training into the OL TrainingProgram, specifically designed and implemented by ourOffices of Multicultural Affairs and Diversity/EEO. Thesession received very favorable reviews from the OLs.• Southampton Support. The Orientation office played an activerole in helping students/parents during the closure ofthe Southampton campus, and the transition to WestCampus.Develop the next generation of leaders by creating opportunitiesfor student involvement, leadership, community service,and internships.• OL Applications: The Orientation Leader program continuesto experience significant growth and improvement. TheSummer 2010 process had a record number of applicants(more than 170).• Returning OLs: Summer 2010 had the largest number ofreturners in the five years that the director has been affiliatedwith the program. More than 25 OLs returned to theposition this summer, leaving us less than 30 openings fornew Orientation Leaders. This rate indicates our students’commitment, dedication, and enjoyment of their role.Promote a vibrant, inclusive community.• Parent Day partnership with Inauguration: Orientation againcompleted a successful Parent/Family Day for the third yearin a row; however, this year we combined the event with thepresidential inauguration activities. Utilizing space in theAthletics arena for the luncheon was positive and connectedguests easily to the football game. This date becameknown as “Communiversity Day” by Athletics and surroundingcommunity members. 2010 Parent/Family Daysaw nearly 1,000 registrations.• Orientation offered three Orientation sessions to existingSouthampton students to orient and acclimate them to theWest Campus community, including a session for parents.These sessions were lightly attended by both students andparents.Cultivate safe environments that promote personal responsibilityand healthy lifestyle choices.• Parent Link from Home Page: A parent program has beencreated from the University’s home page with relevantlinks, although content specific to parents has yet to be developed.• RWB/Safe Space Training for OLs: Orientation has begun tooffer Red Watch band and Safe Space optional training forOrientation Leaders. These training opportunities havebeen well received and attended by our student leaders.• Evolving ESB Programs: We continue to explore new andcreative programs to deliver our state-mandated information,which includes topics such as sexual assault, alcoholand drug use, and other critical topics.Strategic Priorities 2009-2010Goals > Progress Toward GoalsOpening Weekend Meals: Major focus to reduce our operationalcosts without compromising programs or services. In collaborationwith FSA, the Orientation office has implemented anew plan to reduce the cost of Opening Weekend meals. Thisnew program reduces the number of meals that we provide,while shifting the cost of these meals onto the students andparents who use them.International students: The issue of International StudentOrientation became a focus of discussion during the 2009-2010 academic year. With discussion of InternationalStudent orientation moving to the Orientation office, Orientationworked collaboratively with International Services todevelop a plan for the Fall 2010 orientation season. Therewas a joint effort in 2010 to implement services for thispopulation.Parent Orientation Support: Previously, the Office of Orientationhad hoped to hire a fourth staff member to support theParent and Family Programs operations of the office. Due tothe budgetary crisis within SUNY and SB, a new hire positionwas not possible. However, two post-master’s professionalshave been hired at an hourly rate to support the implementationof Parent Orientation during the summer. This will allowthe director flexibility during the summer to implement InternationalOrientation and plan for Opening Weekend.70 STUDENT AFFAIRS AND ENROLLMENT AND RETENTION MANAGEMENT 2009-2010 • STONY BROOK UNIVERSITY
STUDENT ORIENTATION AND FAMILY PROGRAMSPerformance IndicatorsTransfer Student Orientation Evaluation/Faculty Staff Contact:Our target was that 75 percent of our respondents wouldagree or strongly agree with the statement, “I know at leastone faculty or staff member that I can contact on campus.”Last year 72 percent of respondents agreed or disagreedwith that statement.First-Year Student Orientation Evaluation/Activities andInvolvement: Our target was that 80 percent of our respondentswould agree or strongly agree with the statement,“I know which activities to get involved with on campus.” Lastyear 68 percent of respondents agreed or strongly agreedwith the statement. We increased our success slightly in thisarea (70 percent) but still did not meet our target objective.Transfer Student Orientation Evaluation/Student Contact:Our target was that the percentage of transfer students whorespond agree or strongly agree with the statement, “Atorientation, I got to know at least one other transfer student”would increase. Last year only 39 percent of respondentsindicated agree or strongly agree in response to that statement.We saw a slight increase in 2010 with 45 percentagreeing/strongly agreeing with that statement.Family Day Participation, 2007-20101,2001,00080060040020002007 2008 2009 2010TOTAL # 300 700 850 1,000Points of PrideCost Effectiveness Efforts: Two specific areas of cost savingsare being piloted this year. The Success Book format shouldsave an estimated $20,000 in publications cost, costing only$5,000 this year. The Opening Weekend Meal fee shouldreduce the Opening Weekend costs by nearly $75,000.Both efforts should result in nearly $100,000 in savings.Parent and Family Day: Parent and Family Day continues tobe one of the most successful events that we host. Registrationscontinue to rise from 300 in 2007, to 700 in 2008, andnearly 850 in 2009. 2010 Parent/Family Day saw nearly1,000 registrations.Strategic Priorities 2010-2011International Student Orientation: A plan to implement InternationalUndergraduate Orientation will be developed includinguse of the International Pre-Arrival website, a Blackboard sitespecifically for International undergraduate students, andcollaboration with International Services and Admissions forprograms and outcomes.First-Year Student Orientation Evaluation/Activities andInvolvement: Eighty percent of our respondents will agree orstrongly agree with the statement, “I know which activities toget involved with on campus.” Seventy percent of respondentsagreed or strongly agreed with the statement.Fiscal Responsibility and Rate Review: We will continue toexplore opportunities to save money and eliminate or reduceexpenses. We will also evaluate the effectiveness of thecost-saving measures that we implemented this summer.STONY BROOK UNIVERSITY • STUDENT AFFAIRS AND ENROLLMENT AND RETENTION MANAGEMENT 2009-2010 71
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Student Affairs andEnrollment and R
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LETTER FROM VICE PRESIDENT PETER BA
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DIVISIONAL STRATEGIC PRIORITIESAsse
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DIVISIONAL STRATEGIC PRIORITIESExpe
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DIVISIONAL STRATEGIC PRIORITIESLead
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DIVISIONAL STRATEGIC PRIORITIESPers
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CAMPUS RESIDENCESLiving on campus s
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RESIDENTIAL FINANCIAL SERVICESPerfo
Page 19 and 20: RESIDENTIAL OPERATIONSPerformance I
Page 21 and 22: RESIDENTIAL PROGRAMSprogram descrip
Page 23: RESIDENTIAL RISK MANAGEMENTPerforma
Page 26 and 27: ATHLETIC BANDSContributions Toward
Page 28 and 29: COUNSELING AND PSYCHOLOGICAL SERVIC
Page 30 and 31: FACILITIES OPERATIONS SAC AND SB UN
Page 32 and 33: MULTICULTURAL AFFAIRSContributions
Page 34 and 35: OFFICE OF THE DEAN OF STUDENTSContr
Page 36 and 37: STUDENT HEALTH SERVICESContribution
Page 38 and 39: STUDENT LIFEMission and OverviewThe
Page 40 and 41: CAMPUS RECREATIONContributions Towa
Page 42 and 43: COMMUTER STUDENT SERVICESContributi
Page 44 and 45: STUDENT ACTIVITIESContributions Tow
Page 46 and 47: STUDENT RISK AND THREAT ASSESSMENTC
Page 49 and 50: ENROLLMENT MANAGEMENT AND FINANCIAL
Page 51 and 52: OFFICE OF FINANCIAL AID AND SCHOLAR
Page 53 and 54: UNDERGRADUATE ADMISSIONSPromoted st
Page 55: UNDERGRADUATE TRANSFER OFFICEPerfor
Page 58 and 59: ACADEMIC AND PRE-PROFESSIONAL ADVIS
Page 60 and 61: CAREER CENTERContributions Toward D
Page 62 and 63: DISABILITY SUPPORT SERVICESContribu
Page 64 and 65: EDUCATIONAL OPPORTUNITY PROGRAM/ADV
Page 66 and 67: HEALTH SCIENCES—OFFICE OF STUDENT
Page 68 and 69: OFFICE OF THE REGISTRARContribution
Page 72 and 73: UNIVERSITY COMMUNITY STANDARDSContr
Page 74 and 75: VETERAN AFFAIRSContributions Toward
Page 77 and 78: APPENDIX A: DIVISIONAL ORGANIZATION
Page 79 and 80: APPENDIX B: STAFF PROFESSIONAL LEAD
Page 81 and 82: APPENDIX C: STAFF AWARDS AND ACKNOW
Page 83 and 84: APPENDIX D: STUDENT EMPLOYEE LEARNI
Page 85 and 86: APPENDIX D: STUDENT EMPLOYEE LEARNI
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