The goals of this reorganization are:
- To create consistent, professional, responsive advising for all of our students
- To increase equity in advising roles across the College and University
- To provide advisors with dedicated clerical, scheduling, and project management support
- To coordinate recruitment, outreach, and student-facing communications for the division’s departments
- To promote curricular and scheduling coordination across the division
- To give students continuous advising support from premajor to postgraduate life
- To achieve, by concentrating resources and personnel, economies of scale, for instance by partnering more effectively with on- and off-campus units and offices
- Loss of identification with and deep knowledge concerning departments, their programs, their offerings, and their resources, such as scholarship funds.
- Impact of geographical consolidation of advising in a single location and the consequent separation between advisors and the departments served.
- Maintenance of clear communications between the new unit and all twelve departments.
- Recruitment for individual majors and for study abroad programs.
- Decreased time spent advising each student and consequent “depersonalization” of advising.
- Advisor rapport with, and ability to advocate for, students majoring in the humanities.
- Ability to assess credit transfers from community colleges and non-US institutions.
- Enrollment and registration management.
- Ability to collect data and assess student progress in individual programs.
- Advisor participation in departmental committees and faculty deliberations concerning curricular matters.
- Impact on students of color, first generation students, undocumented students, and students from other underrepresented and under-served communities.
- How is this saving money or increasing administrative efficiency?
- How is this going to reverse, instead of accelerate, the downward trend in majors?
- Why can’t a better online presence solve some of these problems?