Planning & Building Your Class Schedule Develop Your Program of Study You and your counselor will work together to develop your individual plan of study, discuss strategies for success, and address any problems you may be facing Continue to meet with your Counselor each semester. Remember, the sooner you schedule your appointment each semester, the better! Call or stop by the Counseling Center during the month of September to schedule an appointment with a Counselor to plan your Spring Semester Classes. Call or stop by the Counseling Center after January 15th to schedule an appointment with a Counselor to plan your Summer Session and Fall Semester. back | home | next
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The City University of New York 2016-2017 Year-End Financial Report Numerical Change: Fall 2015, Fall 2016, Spring 2017 I&DR Teaching I&DR Support Staff Academic Support Staff Student Services Staff M&O Staff General Admin Staff GIS Staff SEEK / CD Staff Other Staff Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Baruch College Brooklyn College City College Hunter College John Jay College Lehman College Medgar Evers College NYC College of Technology Queens College College of Staten Island York College Graduate Center CUNY School of Law School of Journalism School of Professional Studies School of Public Health (6) 7 (1) (27) (15) (1) 2 (24) 3 (9) (15) (26) 0 (2) 1 49 5 (7) (4) (4) (2) 0 (6) (3) (11) (1) (2) 2 1 1 2 1 9 (2) 29 9 10 10 2 3 2 5 2 (2) 0 0 (39) 2 (5) 3 2 (2) 7 (4) (2) 1 2 (4) 0 (4) 0 0 2 1 (2) 3 (2) (2) 1 5 1 (1) (2) 3 1 0 1 0 0 1 2 0 1 (3) 0 (3) 1 3 (2) (6) 0 (1) (1) 0 0 0 (11) 3 10 4 (2) 2 8 0 (6) (1) 0 (2) (1) 1 1 7 5 (11) 9 (5) 4 (1) (3) 0 1 1 3 (1) 0 0 22 0 24 (5) (9) (8) 0 (1) (4) (6) (5) (5) 5 (15) 0 0 3 0 (3) 3 (6) 3 10 2 (1) (2) (5) 1 (2) 0 0 0 0 1 0 (5) 12 4 (6) 7 (1) (2) (7) 0 4 (3) 3 (1) 14 27 (1) (2) (10) 6 3 1 3 (1) 0 0 (3) (5) 0 1 1 (10) (5) 4 (24) (6) 0 (5) (2) (3) (4) (2) 5 (4) (5) 14 9 2 (2) (5) (18) 8 0 3 3 (4) (3) 0 (1) 0 0 1 0 1 0 0 0 1 (2) 3 1 1 1 2 1 0 0 0 0 0 0 2 0 (1) 2 0 (1) 0 1 (2) 1 0 0 0 0 0 (1) (2) (56) (1) 0 (1) (7) (3) 1 (3) (3) (2) 0 (8) 16 0 8 6 9 1 2 0 5 3 1 6 3 1 1 1 (1) 10 Senior College Total (64) (28) 40 (3) 7 (9) 13 24 (26) 1 46 (17) (26) (17) 8 2 (70) 56 BMCC Bronx CC Guttman CC Hostos CC Kingsborough CC LaGuardia CC Queensborough CC 10 (1) 2 1 7 (4) 9 16 16 0 40 (7) 8 19 13 19 (4) 5 (4) 9 8 10 0 0 (3) (3) 7 (1) (1) (5) 2 1 (4) 16 1 20 1 (1) 0 (1) 20 0 10 6 10 6 0 3 4 (1) 1 (1) 0 (6) 4 (1) 11 4 (11) 8 (3) 1 1 (10) (7) 1 (3) (7) (1) (3) 3 0 7 0 6 9 2 (1) 2 (1) 2 (6) 2 1 (8) 9 13 (6) (6) 12 3 (7) (2) 0 1 (1) (1) (3) 0 0 0 0 1 0 2 0 0 0 0 0 0 0 (4) (5) (5) (3) 0 (2) (2) 7 1 0 7 0 1 (3) Community College Total 24 92 46 10 10 39 39 (4) 11 (30) 27 (1) 17 (13) 3 0 (21) 13 Shared Services 0 0 0 Source:Administration Average Salary Report, FISM115 V&Z Central 0 (Excludes IFR 0 positions) 0 0 0 (7) (3) (5) (9) (1) (4) (0) (2) 0 0 0 0 (7) (7) (25) (7) 21 0 (22) 0 0 0 0 0 0 0 0 0 16 48 17 (15) (29) 59 (50) 12 (52) 11 2 (91) 69 Senior College Staffing Spring 2017 as of 4/27/17, Prior Year(s) from FY16 Q1 Report as of 10/29/15 Community College Staffing Spring 2017 as of 4/21/17, Prior Year(s) from FY16 Q1 Report as of 10/23/15 Central Staff Includes Non Tax-Levy Positions as of 4/27/17 Note: OtherTotal Staff includes institutes such as Calandra Institute, University (40) 64 Puerto Rico 86 Institute, Sophie 7 Davis and Suspense at the Senior Colleges; for Community Colleges it includes Suspense 7 25
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The City University of New York 2016-2017 Year-End Financial Report Percentage Change: Fall 2015, Fall 2016, Spring 2017 I&DR Teaching I&DR Support Staff Academic Support Staff Student Services Staff M&O Staff General Admin Staff GIS Staff SEEK / CD Staff Other Staff Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2015 to Fall 2016 to Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Fall 2016 Spring 2017 Baruch College Brooklyn College City College Hunter College John Jay College Lehman College Medgar Evers College NYC College of Technology Queens College College of Staten Island York College Graduate Center CUNY School of Law School of Journalism -1.3% 1.3% -0.2% -4.1% -4.0% -0.2% 1.2% -5.7% 0.5% -2.5% -7.4% -7.7% 0.0% -10.5% 10.0% 0.0% 1.1% -1.4% -0.7% -0.6% -0.6% 0.0% -3.6% -0.8% -2.0% -0.3% -1.1% 0.6% 2.3% 5.9% 18.2% 2.0% 7.0% -1.2% 12.7% 4.7% 7.6% 7.1% 2.3% 3.0% 1.4% 3.1% 2.7% -2.8% 0.0% 0.0% -70.9% 0.0% -3.6% 1.8% 0.8% -1.0% 5.0% -2.6% -2.3% 1.0% 1.4% -2.4% 0.0% -5.8% 0.0% 0.0% 12.5% 50.0% -6.3% 4.8% -3.0% -3.6% 4.8% 10.9% 2.6% -2.6% -3.7% 11.5% 4.2% 0.0% 20.0% 0.0% 0.0% 0.0% 6.7% 0.0% 1.6% -5.7% 0.0% -5.9% 2.5% 8.1% -3.8% -20.7% 0.0% -1.5% -16.7% 0.0% 0.0% 0.0% -6.4% 2.1% 12.0% 2.8% -1.6% 2.2% 14.0% 0.0% -5.0% -1.0% 0.0% -5.0% -4.2% 14.3% 0.0% 0.0% 3.1% -7.6% 9.7% -3.4% 3.3% -1.1% -4.6% 0.0% 0.9% 1.0% 4.5% -2.6% 0.0% 0.0% 2200.0% 0.0% 20.5% -4.0% -4.8% -4.2% 0.0% -0.9% -5.2% -7.9% -3.3% -4.4% 7.2% -78.9% 0.0% 0.0% 0.0% 0.0% -2.1% 2.5% -3.4% 1.7% 11.8% 1.7% -1.4% -2.9% -3.4% 0.9% -2.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -5.7% 13.2% 3.8% -6.7% 13.5% -1.4% -2.7% -8.6% 0.0% 7.5% -6.5% 15.8% -11.1% 0.0% 0.0% -1.2% -2.4% -9.7% 5.5% 3.6% 1.7% 4.4% -1.4% 0.0% 0.0% -5.3% -11.6% 0.0% 12.5% 7.1% -37.0% -3.1% 2.7% -10.8% -3.0% 0.0% -4.5% -3.2% -3.2% -3.3% -2.4% 5.4% -4.4% -18.5% 175.0% 81.8% 0.0% -1.3% -3.3% -9.0% 4.1% 0.0% 2.9% 4.9% -4.4% -2.5% 0.0% -1.0% 0.0% 0.0% 4.5% 0.0% 50.0% 0.0% 0.0% 0.0% 16.7% -18.2% 50.0% 16.7% 14.3% 20.0% 50.0% 20.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 40.0% 0.0% -14.3% 22.2% 0.0% -14.3% 0.0% 16.7% -33.3% 16.7% 0.0% 0.0% 0.0% 0.0% 0.0% -100.0% -100.0% -75.7% -7.1% 0.0% -100.0% -100.0% -100.0% 5.9% -100.0% -100.0% -4.1% 0.0% -100.0% 66.7% 0.0% 0.0% 0.0% 50.0% 7.7% 0.0% 0.0% 0.0% 0.0% 5.6% 0.0% 0.0% 2.1% 0.0% 0.0% -2.5% 0.0% Senior College Total -1.3% -0.6% 2.4% -0.2% 1.3% -1.7% 1.0% 1.9% -2.0% 0.1% 4.9% -1.7% -1.7% -1.1% 11.4% 2.6% -34.0% 41.2% BMCC Bronx CC Guttman CC Hostos CC Kingsborough CC LaGuardia CC Queensborough CC 1.9% -0.3% 4.5% 0.6% 2.1% -1.1% 2.4% 2.9% 5.3% 0.0% 22.6% -2.0% 2.2% 4.9% 11.0% 17.3% -80.0% 6.0% -3.2% 7.4% 5.4% 7.6% 0.0% 0.0% -3.4% -2.5% 5.3% -0.6% -2.2% -9.1% 33.3% 4.0% -9.1% 16.8% 2.3% 45.5% 2.0% -12.5% 0.0% -2.5% 18.0% 0.0% 6.3% 8.1% 34.5% 6.7% 0.0% 1.9% 3.6% -0.6% 1.3% -2.6% 0.0% -5.2% 2.5% -0.9% 8.1% 3.7% -84.6% 12.7% -2.2% 2.0% 1.0% -6.8% -6.2% 50.0% -4.2% -5.3% -2.0% -3.0% 4.4% 0.0% 23.3% 0.0% 9.2% 10.7% 3.2% -1.4% 3.2% -2.7% 3.6% -8.5% 2.2% 1.6% -4.8% 7.6% 144.4% -6.7% -4.9% 7.1% 2.8% -4.5% -1.6% 0.0% 1.2% -0.9% -0.6% -2.8% 0.0% 0.0% 0.0% 0.0% 16.7% 0.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% -66.7% -83.3% -100.0% -100.0% 0.0% -100.0% -28.6% 350.0% 100.0% 0.0% 0.0% 0.0% 0.0% -60.0% 1.1% 4.2% 6.5% 1.3% 3.2% 12.1% 5.3% -0.5% 1.8% -4.9% 6.3% -0.2% 2.2% -1.6% 8.8% 0.0% -72.4% 162.5% Shared 0.0% Source:Services Average Salary Report, FISM115 0.0% V&Z (Excludes0.0% IFR positions)0.0% Central 0.0%Prior Year(s) 0.0% 0.0% SeniorAdministration College Staffing Spring 2017 as of 4/27/17, from FY16 Q10.0% Report as of 10/29/15 -14.6% -4.6% -12.3% -15.8% -13.9% -13.9% -9.7% -9.7% 0.0% 0.0% 0.0% 0.0% -1.5% -4.9% -5.6% -5.3% 9.0% 0.0% -8.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.7% 1.7% 2.3% 0.8% -0.8% -1.5% 3.0% -2.5% 0.5% -2.0% 10.6% 1.7% -38.7% 47.9% School of Professional Studies School of Public Health Community College Total Community College Staffing Spring 2017 as of 4/21/17, Prior Year(s) from FY16 Q1 Report as of 10/23/15 Central Staff Includes Non Tax-Levy Positions as of 4/27/17 Note: Other Staff includes institutes such as Calandra Institute, Puerto Rico Institute, Sophie University Total -0.6% 0.9%Colleges it3.6% 0.3% Davis and Suspense at the Senior Colleges; for Community includes Suspense 26
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ARC Report Schedule Spring Qtr. Hire Winter Qtr. Hire Fall Qtr. Hire Legend: SR 1 End of Fall Fall LR 1 March 1 Winter SR 2 End of Fall Spring Winter Winter SR 2 End of Winter Spring Spring Fall Winter Spring YEAR 1 End of quarter means the last day of final exams Winter LR 1 November 15 SR 1 End of Spring Fall Winter LR 1 May 20 SR 1 End of Winter Fall Fall Fall LR 2 March 1 Fall Winter YEAR 2 SR 3 End of Fall Spring Fall Winter Fall Winter LR 2 November 15 SR 2 End of Spring Spring Spring SR 3 End of Winter LR 2 May 20 Spring SR: Short Report LR: Long Report LR 3 February 16 Fall Winter YEAR 3 LR 3 May 15 Spring LR 3 Novembe r 15 SR 3 End of Spring Spring Fall YEAR 4
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SA Strategic Plan reporting example – Counseling Center • The Counseling Center completed a CAS Review and developed a scorecard for implementing recommendations. (1.2) • The Counseling Center partnered with various programs across campus in order to enhance student success. These presentations and program partnerships include but are not limited to: Residence Life; SOAR; Taylor Health and Wellness; Study Away; General Education Program; Student Affairs, and many others. (1.4) • The Counseling Center provided learning opportunities for 4 GAs who apply their counseling and presentation knowledge gained in the classroom to their work in the Counseling Center. (2.1) • The Counseling Center provided a presentation to the Student Affairs Council to demonstrate the learning that occurs by graduate students as they work in the Counseling Center. (2.4) • The Counseling Center staff regularly refer students to many Student Affairs and other University resources. (3.2) • The Counseling Center hired a new counselor who bring a rich experience of diversity. (4.3) • The Counseling Center identified needs for the hiring of a part-time therapist and a full-time therapist, due to increased demands for services, and both positions were filled. (5.1) • The Counseling Center improved the efficiency and effectiveness of serving students and in student file management by implementing Titanium software and by in updating office processes and procedures. (5.3) 4
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Strategic Innovation Initiatives: COLLEGE OF ARTS AND SCIENCES Initiative Action Step Action Step Action Step Target Start Current Gain Year 1 Gain Year 2 Gain Year 3 First Year Retention Implementation of case management approach Create Center for Academic Success, including case management and attention to Center for Success in Foundational Teaching (Fall 2014-Spring 2015) Transitioning firstyear advising to all Professional Advisors, with new emphasis on Summer Orientation that includes dedicated programming for transitioning first-year Ongoing with specific start dates for each action step 54% FY retained fall to fall (162/297); 89% retained Fall 13 to Spring 14 65% (260/400) (+20 over current) 70% (280/400) (+40 over current) 75% (300/400) (+60 over current) Early Childhood Education Institutional Approvals Recruit for Major, including dedicated programming fro Accepted Students Launch initiative including intensive focus on local partnerships Fall 2014 0 (44 students identified as intending to major in Education) 15 20 30 Science Pedagogy Leverage Luce Program Relationships Emphasize undergraduate research opportunities with faculty as appropriate (running classes each semester; students presenting) Support expansion of innovative science pedagogies, including interdisciplinary work with Business, Forensic Science, Writing Fall 2013 4 Luce Student Scholars 2013-2014; 35 Science majors +10 (45 majors) +10 (55 majors) +15 (70 majors) Psychology / Counseling Cluster Launch new Human Relations programming Launch CAS Psychology program to EDU Counseling program articulation Aggressively recruit students with particular interest in dual degree Fall 2014 124 (75 HUMR majors; 49 PSYC majors) + 10 (134 majors) +15 (149 majors) +20 (169 majors) International Affairs Create strategic program plan incorporating interdisciplinary approaches involving political science, history, and social sciences Create glide path for master’s level programming at Trinity Develop and market re-envisioned major Fall 2014 15 majors +10 (25 majors) +20 (45 majors) +25 (70 majors) Emphasis on Excellence: Succeeding at Trinity Continue building Honors program and opportunities for curricular initiatives of excellence Create and sustain Undergraduate Research Focus Group Emphasize opportunities for advanced academic and experiential initiatives working with Career Services and Experiential Learning Fall 2014 53 +10 (63 Honors students) +15 (78 Honors students) +20 (98 Honors students) Business Administration Create strategic program plan Identify links with regional business and clinical opportunities Align possibilities with BGS Fall 2014 45 majors +10 55 majors +20 75 majors +25 100 majors 55
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My Superior Courses Widget Organized with the current semester at the top, then the rest are alphabetized underneath: 2016 Spring Campus Groups Continuous Development Fall (CE, DE) 2012 Fall (CE, DE) 2013 Fall (CE, DE) 2014 Fall (CE, DE) 2015 Spring (CE, DE) 2012 Spring (CE, DE) 2013 Spring (CE, DE) 2014 Spring (CE, DE) 2015 Summer (CE, DE) 2012 Summer (CE, DE) 2013 Summer (CE, DE) 2014 Summer (CE, DE) 2015 Current View Organized by the term, the highest number on top: Development Spring (CE, DE) 2016 Fall (CE, DE) 2015 Spring (CE, DE) 2015 Summer (CE, DE) 2015 Fall (CE, DE) 2014 Spring (CE, DE) 2014 Summer (CE, DE) 2014 Fall (CE, DE) 2013 Spring (CE, DE) 2013 Summer (CE, DE) 2013 Fall (CE, DE) 2012 Spring (CE, DE) 2012 Summer (CE, DE) 2012 Verion 10.6 View
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OPERATIONS: STATEMENT OF GOALS FOR 2014-2015 Conference Services: Meet or Exceed Budget Revenue Goal of $360k - Based on what we have learned from our data, during FY’15 we plan to concentrate on: securing repeat customers (particularly larger groups), increase sales/marketing initiatives in the Greater DC area by establishing new contacts and reaching out to new groups that better fit our facility profile and mission. Limit camps and emphasizing corporate and educational conferences (targeting women 13 to 18) to better serve our long term fiscal needs and our mission. Trinity Center: Meet or Exceed Budget Revenue Goal of $566k - Based on an analysis of the data we recognize that the average total membership volume in FY’15 must increase from the low 400’s to an approximate target of 530. We have a plan to meet that goal. Efforts have already begun to increase revenue in areas that experienced shortfalls in FY’14. Specifically; special events, field rental, class revenue and basketball court revenue. Dining Services: Improve customer satisfaction - The data clearly indicates the need to maintain a consistent and a much higher level of customer satisfaction with campus dining. In FY’15 this will be accomplished by improving menu selections; improve food offerings (such as using more in- season local produce); increase special theme meals and improve communication with students. Progress will be measured by two Sodexo customer surveys to be conducted in FY’15. Bookstore: Slow the trend of declining textbook unit sales from -12% to -6% - The data clearly reports a declining trend in on campus textbook sales. To address the issue Barnes and Noble will better communicate to students their cost saving formats, on-line purchasing options and competitive pricing as an alternative to other available textbook purchasing options. We will investigate the option to implement the Barnes & Noble The Freshman Connection program which is a custom informational email campaign that is supported through social media and during on campus orientation sessions. The campaign seeks to educate students about their options for textbook savings (used, rental and digital) and answer questions about the textbook buying process, something that is new to a majority of first time college students. Where Barnes & Noble College has been allowed to deploy this messaging at similar sized institutions, it has generated additional revenue of between $14,000 and $44,000 annually. Facilities Services: Improve Work Order Response – After analyzing two years of work order system data, next year’s work order goals will focus on completing non-emergency work orders within 24 hours, (instead of the current 36) and continue to perform moving requests within 3 days. A specific effort will be made to work with the residential life staff to reduce their preventative maintenance work order requests by 20%. Main Hall work orders will be reduced by 10%. Work order related customer satisfaction survey information is now collected and quantified by Aramark management. The customer survey response rate of 3% is an area that needs significant improvement. Academic Center Construction Project: Meet schedule milestones – The data reflects that we have maintained a realistic but aggressive construction schedule. During the summer of 2014 we will continue to work with DC and local utilities in their permitting processes. Excavation is to begin in the fall of 2014. By the summer of 2015 we anticipate that the exterior building structure will be complete and the façade and roof work finalized. 83
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PROGRAM RETENTION / PROBATION POLICY • After you have been admitted into the Teacher Education Program, if you do not enroll at Tarleton for two consecutive, long semesters, you will be dropped from the Teacher Education Program. You must be readmitted before continuing in the program • Once admitted you must continue to maintain admission requirements. If at any time you no longer meet the requirements (made a D or your GPA dropped below a 2.75) for admission/retention, you will be placed on probation for one long semester (Spring or Fall). If you rectify the problem, you will be lifted off of probation and returned to good standing. If you do not, you will be dropped from the program. You will not be allowed to continue in your professional development courses or clinical teach until you have reapplied and been admitted back into the program. For example, if you made a D or an F in a class in your major certification field in the Spring, you would be sent a letter in early summer saying you had been placed on probation for the Fall semester. If you retake that class and make a C or better during the Summer or during the Fall, you will be lifted off of probation and returned to good standing. At the end of the Fall semester if you have not replaced the grade with a C or better, you would be dropped from the program. • You must be in good standing before you clinical teach.
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Master Schedule (preliminary) Old Science Renovation Construction Summer 2018 – Summer 2019 Roy G. Cullen (single phase) Construction Fall 2019 – Fall 2020 Charles F. McElhinney (multi-phase) Phase I Construction Phase II Construction Fall 2020 – Fall 2021 Fall 2021 – Fall 2022 Agnes Arnold Hall Phase I Construction Phase II Construction Phase III Construction Fall 2022 – Summer 2023 Summer 2023 - Summer 2024 Summer 2024 – Winter 2024 Science & Research I (ongoing, multi-phase) Phase I Construction Phase II Construction Phase III Construction Phase IV Construction Phase V Construction Phase VI Construction 7/27/2018 Fall 2019 – Summer 2020 Fall 2020 – Fall 2021 Fall 2021 – Summer 2022 Summer 2022 – Summer 2023 Fall 2023 – Summer 2024 Summer 2024 – Winter 2024 Facilities Planning and Construction 7
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Campaign Design Worksheet SAMPLE Define a Target Student Population My target student population and rationale for why they require this additional attention: Parameters I will use to create an SSC work list: Mid-career Management majors with borderline GPAs but high risk predictions. They need help to succeed and have time to make significant changes but might fly under the radar.  College/School: Business  Major: Management  Credits Earned: 30 - 60  Cumulative GPA: 2.00 - 2.70 Objectives: This targeted advising campaign will… 1. Contact all identified students at least three times to encourage them to initiate an advising session 2. Schedule an individual advising session with at least 75 percent of  Risk: High Risk  Term Enrollment: Currently Enrolled identified students 3. Connect 50 percent of students with the tutoring center to work on their academic standing Total number of students identified: 45 4. Reduce these students’ risk of stopping out Plan Your Outreach Strategy Action Steps These Students Need to Take:  Seek out academic support services, such as tutoring and study habit workshops  Select and register for courses that match their strengths and in which they have a higher likelihood of success My Communication Plan: Method Email Phone Advising Session My Follow Up Steps: Timing/Frequency Communication Objective and Resources Two times, one week apart during the first half of the semester First: notification of risk status, encourage to make appointment; second: more urgent encouragement, suggest tutoring center before midterms Once in the week after email #2 Discuss resources, why students are at-risk, try to schedule an in-person appointment Once as early in the semester as possible Walk students through notifications, discuss why they are at-risk, maybe even discuss major choice, discuss study habits and time management, plan coursework for next semester  Check with tutoring center to see which students have made appointments  Analyze student risk information one and two semesters after campaign Evaluate Your Campaign Success Metrics and Target Outcomes: Metric Target Percent of population contacted 100% Number of students that complete in-person advising sessions 34 Number of students that make appointments with the tutoring center 23 Number of students that improve their risk level by the end of the following semester 25 ©2014 The Advisory Board Company • eab.com 3 Actual Outcome
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Tips For Success See Your Counselor Often Once again, you will want to visit with your Counselor often to discuss your educational plan, your progress, and any problems you encounter. Planning for the next semester should begin midway through the current semester. That way you will be able to take advantage of early enrollment and get the best choice of classes and schedules. Don’t wait until you are in academic high water to see your Counselor! Make an appointment to see your Counselor often before you start having problems. The moment you recognize that the water is rising, call 815-224-0346 to ask about the Early Alert System (EAS). EAS can help you get back on track before falling into academic distress!Your Counselor can help you plan your coursework, your career, and even your academic life. Take advantage of his/her wisdom and expertise!! Your Counselor can prevent you from making unwise academic moves! back | home | next
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Understanding the Equity Summary Score Methodology 3 Score sentiment can be viewed on the symbol ‐ specific Analyst Opinions History and Performance pages. 1. Equity Summary Scorecard Summary: A Total Return by Sentiment chart shows how a theoretical portfolio of stocks in each of the five sentiments performed within the selected time period. For example, the bright green bar represents the performance of all the Very Bullish stocks. Provided for comparison is the performance of First Call Consensus Recommendation of Strong Buy, the average of all stocks with an Equity Summary Score, and the S&P 500 Total Return Index. 2. Performance by Sector and Market Cap Fidelity customers have access to more in‐depth analysis of the Equity Summary Score universe and performance. The Total Return by Sector chart provides the historical performance of a theoretical portfolio of Very Bullish stocks in each sector over the time period selected. For comparison, the average performance of all stocks with an Equity Summary Score during the time period by sector is also provided. The Total Return by Market Cap shows the historical performance by market capitalization for stocks with an Equity Summary Score of Very Bullish as compared to typical market benchmarks as well the average for the largest 500 stocks, the next smaller 400 stocks, and the next 600 smaller stocks by market capitalization. The last table is the Equity Summary Score universe distribution for the reporting month by market capitalization and score. Understanding the Equity Summary Score Methodology Provided By 4 Important Information on Monthly Performance Calculations by StarMine  The set of covered stocks and ratings are established as of the second to last trading day of a given month. For a stock to be included in the scorecard calculations, it must have an Equity Summary Score as of the second to the last trading day of the month. The positions are assumed to be entered into on the last trading day of the month, and, if necessary, exited on the last trading day of the next month.  The Scorecard calculations use the closing price as of the last trading day of the month. The Scorecard calculations assume StarMine exits old positions and enters new ones at the same time at closing prices on the last trading day of a given month. The calculations assume 100% investment at all times.  The 1‐Year total return by Market Cap table breakpoints for the largest 500 stocks (large cap), the next 400 (mid cap), and the next 600 (small cap), are also established as of the end of trading on the second to the last trading day of a given month.  The calculation of performance assumes an equal dollar weighted portfolio of stocks ie theoretical investment allocated to each stock is the same  Performance in a given month for a given stock is calculated as [starting price (starting price meaning closing price as of the last day of trading of the prior month) less the ending price, divided by the starting price.] Prices incorporate any necessary adjustments for dividends and corporate actions (e.g. splits or spinoffs).  The performance of a given tier of rated stocks is calculated by adding up the performance of all stocks within that given tier, then dividing by the total number of stocks in a given tier.  The process for the next month begins again by looking at Equity Summary Scores as of the second‐to‐last trading day of the new month, placing stocks into their given tiers, and starting the process all over again.  It is important to note that the “theoretical” portfolio rebalancing process that StarMine performs between the end of one month and the beginning of the next month is, for the purposes of the scorecard, a cost‐free process. This means that no commissions or other transaction costs (e.g. bid/ask spreads) are included in the calculations.  If a customer attempted to track portfolios of stocks similar to those included in the scorecard, their returns would likely differ due to transaction costs as well as different purchase and sale prices received when buying or selling stocks.
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4 5 6 7 8 9 10 11 12 calendar.leapdays(y1,y2) Returns the total number of leap days in the years within range(y1,y2). calendar.month(year,month,w=2,l=1) Returns a multiline string with a calendar for month month of year year, one line per week plus two header lines. w is the width in characters of each date; each line has length 7*w+6. l is the number of lines for each week. calendar.monthcalendar(year,month) Returns a list of lists of ints. Each sublist denotes a week. Days outside month month of year year are set to 0; days within the month are set to their day-ofmonth, 1 and up. calendar.monthrange(year,month) Returns two integers. The first one is the code of the weekday for the first day of the month month in year year; the second one is the number of days in the month. Weekday codes are 0 (Monday) to 6 (Sunday); month numbers are 1 to 12. calendar.prcal(year,w=2,l=1,c=6) Like print calendar.calendar(year,w,l,c). calendar.prmonth(year,month,w=2,l=1) Like print calendar.month(year,month,w,l). calendar.setfirstweekday(weekday) Sets the first day of each week to weekday code weekday. Weekday codes are 0 (Monday) to 6 (Sunday). calendar.timegm(tupletime) The inverse of time.gmtime: accepts a time instant in time-tuple form and returns the same instant as a floating-point number of seconds since the epoch. calendar.weekday(year,month,day) Returns the weekday code for the given date. Weekday codes are 0 (Monday) to 6 (Sunday); month numbers are 1 (January) to 12 (December).
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Clock Dates for Tenure Review Hire Date Mid-Point Review (3rd year) Terminal Year (4th Year) Mandatory Review (5th Year) Promotion Effective (6th Year) Terminal Year (7th year) Tenure Review (8th year) Tenure Effective (9th year) Terminal Year (10th year) 2009 Jan 2012 May 2013 Fall 2014 June 2015 May 2016 Fall 2016 June 2017 May 2018 2010 Jan 2013 May 2014 Fall 2015 June 2016 May 2017 Fall 2017 June 2018 May 2019 2011 Jan 2014 May 2015 Fall 2016 June 2017 May 2018 Fall 2018 June 2019 May 2020 2012 Jan 2015 May 2016 Fall 2017 June 2018 May 2019 Fall 2019 June 2020 May 2021 2013 Jan 2016 May 2017 Fall 2018 June 2019 May 2020 Fall 2020 June 2021 May 2022 2014 Jan 2017 May 2018 Fall 2019 June 2020 May 2021 Fall 2021 June 2022 May 2023 2015 Jan 2018 May 2019 Fall 2020 June 2021 May 2022 Fall 2022 June 2023 May 2024 2016 Jan 2019 May 2020 Fall 2021 June 2022 May 2023 Fall 2023 June 2024 May 2025 12
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Graduation – what’s your plan? • Do you know how much time you have until graduation? Completing 30 credit hours each academic year will not only help you graduate in a timely manner, but it may also help you reduce the amount of student loan debt you accumulate and allow you to begin your career sooner. – Think about how to reach 30 credit hours creatively. Consider enrolling in a pre-session or summer class to help you reach 30 hours without overwhelming yourself during the fall or spring semesters. 15 (fall) + 15 (spring) = 30 3 (pre-session) + 12 (fall) + 15 (spring) = 30 12 (fall) + 12 (spring) + 6 (summer) = 30 3 (pre-session) + 12 (fall) + 12 (spring) + 3 (summer) = 30 2 – According to Complete College America, completing 30 credit hours each year will increase your chances of graduating and also helps you Fall 2018 improve your GPA.
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