Presidential Committees

campus - external

In effort to streamline and maintain a strategic interplay between presidential committees, the following represents a change to the number and nature of SUNY Old Westbury’s presidential committees going forward. The first notable change is the creation of a Residential College Committee, which represents a presidential and institutional priority that seeks an OW, mission-centric approach towards a liberal arts education. The Residential College Committee functions as an umbrella committee for some prior presidential committees and a few new ones. Each committee advises the president and executes its functions based upon presidential support.

Residential College Committee 

Co-Chairs:

Vice President of Student Affairs & Dean of Students, Vice President of DEI, Assistant Provost for Research and Strategic Academic Initiatives, Assistant Dean of Arts & Science

Charge:

To provide oversight, and advise the President on the plan, direction, policies, and issues relating to advancing a residential college model at Old Westbury. The Committee’s objectives are-

Objectives:

  1. Create and manage a strategic plan for a Residential College Design, with special attention to the intentional interplay between the intellectual and developmental growth and career preparation of students, and the professional growth and well-being of faculty and staff. 
  2. Ensure that the evolving residential college is grounded by and animates the college’s Guiding Principles: Liberal Education, Integrity, Participatory Governance, Intercultural Understanding, Sustainability, Social Justice.
  3. Realize the goals of the strategic plan:
    1. Foster Student Success
    2. Promote Academic Excellence
    3. Cultivate Social Justice & Environmental Responsibility
    4. Strengthen Institutional Effectiveness
    5. Oversee the subcommittees and ensure they are advancing (and re-designing) their respective areas within an evolving residential college framework. 
Advisory Committee on Campus Safety 

Co-Chairs:

Chief, University Police Department,
VP of Student Affairs & Dean of Students, Student Government Member (Appointed)

Charge:

To monitor and advance the safety of the college community. The Committee’s objectives are-

Objective:

  1. Review policies and procedures for educating the campus about sexual assault, domestic violence, and stalking offenses;
  2. Review policies and procedures for educating the campus community about personal safety and crime prevention;
  3. Review current policies and procedures for reporting sexual assaults, domestic violence and stalking incidents and assisting victims during investigations;
  4. Review current policies and procedures for referring complaints to appropriate authorities;
  5. Review current policies and procedures for counseling victims.
  6. Review current policies and procedures for responding to inquiries from concerned persons; and
  7. Support and advance the University Police’s community-based campus safety approach, to include review relevant data to influence the ongoing approach.
  8. Report in writing, at least once (June 15) each academic year to:
    1. the campus president;
    2. the entire campus including Faculty Senate, staff, administrators and students in publications or appropriate mailing; and 
    3. when requested, applicants for enrollment or employment.

This annual written report does not constitute the mandatory reporting of official crime statistics (see the College procedure on Campus Security Policy and Campus Crime Statistics Reporting).

DEI & Social Justice Committee 

Co-Chairs: 

Vice President of Diversity, Equity, and Inclusion, Faculty Member (Appointed), Student Government Member (Appointed)

Charge: 

To monitor the metrics of DEI at the College; advance DEI and social justice initiatives; address equity gaps within the OW community and in coordination with the Office for Diversity, Equity and Inclusion, review, assess and oversee the effort of cultivating social justice and environmental responsibility as laid out in the college’s Strategic Plan. Additionally, the committee will:

Objectives: 

  1. Ensure that spirit of diversity and inclusivity is reflected and evident in aspects of the College. 
  2. Develop & enrich orientation and trainings to foster a community of inclusion and respect.
  3. Expand and institutionalize partnerships between the College, the public, and private sectors to enrich scholarship and creative activity; enhance curriculum, teaching and learning; strengthen democratic values and civic responsibility; address critical societal issues; advance the curricular and co-curricular exploration of topics related to social (in)equities, (in)justice, and movements for social change; and contribute to the public good.
  4. Gather and disseminate information on anti-oppression efforts.
  5. Collaborate with key stakeholders on campus and within the OW community and external partners to address inequities on-campus and in the surrounding community.
  6. Develop and coordinate strategic initiatives that advance the College DEI efforts
  7. Assess current DEI practices on campus.
Student Committee on Financial Wellbeing 

Co-Chairs: 

SGA Chief financial Officer/Student Activities- Treasurers, 

Dean of School of Business, Assistant Dean of Arts & Science, Rep from Business & Finance, and or Enrollment 

Charge: 

To devise practices that empower students to have the knowledge to address their comprehensive financial well-being. The College aims to equip the community with the knowledge and skills needed to manage one’s personal finances and the confidence to make sound long-term plans to support their financial wellness beyond the gates of Old Westbury.  

Objectives: 

The committee will: 

  1. Promote financial literacy among students.
  2. Promote wellbeing from financial aid packaging to promoting investing.
  3. Develop a space at OW where Enrollment, Business and Finance, Student Affairs and Institutional effectiveness work together to expand financial offices in a virtual dashboard/one-stop shop. 
  4. Assess and enhance financial literacy practices. 
Student Experience Committee  

Co-Chairs: 

Vice President of Student Affairs and Dean of Students, Student Government Member (Appointed)

Charge: 

The Student Experience Committee will support the physical, emotional, social, health and well-being of students by employing evidence-based best practices. The charge of the Committee is to maintain an overview of the broader student experience, review existing policies and practices, and make policy recommendations on matters pertaining to student life on campus that enhance the student experience for both residential and commuter students alike. By advancing the following areas the committee will elevate the student experience.

Objectives: 

  1. Student Safety (UPD/DAs)
  2. Health and Wellness (SHC/CPW)
  3. Child Care Services (Once reinstated)
  4. Career Counseling and Services (CPD)
  5. Student Governance (SGA/RHA/CSA)
  6. Athletics, Recreation, Clubs, and Organizations 
  7. Residence Life 
  8. Student Conduct 
  9. Student Disabilities Services
  10. Orientation / Parent Engagement 
  11. Student Leadership & Involvement 
  12. Campus accessibility including bus shuttle and parking
  13. Student engagement on campus.
Faculty Experience: Community and Equity Committee

Co-Chairs: 

Faculty Member (Appointed); EVP-Chief of Staff

Charge: 

The Faculty Experience: Community and Equity Committee serves to address the myriad of matters associated with maintaining the well-being of OW’s faculty through a framework of excellence, engagement, and equity. The committee’s work includes the following-

Objectives: 

  1. Conducting ongoing assessments of, and identify best practice in, the faculty work experience and environment to include policies. 
  2. Advising on how to:
    1. Achieve equity among faculty in compensation and benefits.
    2. Enrich/Optimize Academic Offerings.
    3. Showcase the Campus, and faculty as a Hub of Scholarly and Creative Activity.
    4. Upgrade and train in academic technologies.
    5. Upgrade and Expand Academic Facilities Sustain and Increase the Diversity of Faculty and Staff.
    6. Increase the ratio of full-time/adjunct lines informed by study and report (data driven). 
    7. Increase sponsored funding and advance faculty professional development via external funding sources. 
    8. Promote acknowledgement of faculty accomplishments. 
    9. Create a dedicated faculty multipurpose Engagement Hub. 
    10. Continuously assess instructional technology needs of the College (Faculty, Students, Staff). Promote access and ensure affordability of teaching and learning resources for faculty and students.
    11. Develop, implement, and expand digital literacy programs in partnership with stakeholders
    12. Engage in the following activities: 
    13. Provide training and development opportunities to students, staff, and campus partners. 
    14. Gather and disseminate information on anti-oppression efforts. 
    15. Identify and implement initiatives to advance the curricular and co-curricular exploration of topics related to social (in)equities, (in)justice, and movements for social change. 
    16. Collaborate with key stakeholders on campus and within the OW community and external partners to address inequities on-campus and in the surrounding community.
Professional Life and Development Committee  

Co-Chairs: 

Chief of Staff, Faculty Member (Appointed), Staff Member (Appointed)

Charge: 

To foster a broad array of programs and policies that improves the experience and well-being of faculty and staff of the College. The committee will advise on how to:

Objectives: 

  1. Establish priorities, procedures and programs that positively impact faculty and staff including health and wellness, childcare, transportation accessibility to campus, and other work/life balance issues.
  2. Establish/Oversee/ Advise on programs in collaboration with Academic Affairs, Student Affairs, and professional campus organizations to create innovative teaching & learning programs for residential college communities to include the following:
      1. collaborative projects including teaching and learning activities
      2. in-house training, and webinars
  3. Establish a resource space that would include books, materials, supplies, and software, information on professional memberships and access to subscriptions, opportunities for retreats, discounts on conference registration or fee waivers.
  4. Approve funding requests for Professional Development activities. Depending on funds available and requests received, professional development funds may be awarded for the following:
      1. collaborative projects including TLC activities
      2. tuition reimbursement, in-house training, and webinars
      3. books, materials, supplies, and software
      4. memberships and subscriptions
      5. retreats
      6. conference registration, travel, hotel accommodations, meals, and other related expenses
      7. other expenses that directly contribute to professional development.
Capital Planning Advisory Committee 

Co-Chairs: 

Director of Capital Planning, Director of Facilities

Charge: 

To act in an advisory capacity regarding operations/planning/infrastructure projects. The Committee will-

Objectives: 

  1. Inform and consult the campus community regarding ongoing projects as related to campus stakeholder issues.
  2. In consultation with the campus community, coordinate the 2013-23 Master Plan.
  3. Coordinate communications related to ongoing projects, future projects and facility operational needs to campus.
  4. Develop and communicate, for campus consideration, new objectives, projects and long-term goals as related to planning and facility operations.
  5. Ensure that health, safety and welfare precautions are taken and the campus is informed prior to any work which would alter the normal functioning of the campus.
  6. Regularly collaborate with PBC, the Environmental Safety Committee, and the Green Committee to ensure alignment of Capital Planning projects with other campus priorities such as strategic planning and all-funds budgeting, health and safety of campus infrastructure, and green initiatives.
  7. Report to the President’s Office on all major issues.
COVID-19 & Environmental Safety  

Co-Chairs: 

Jo-Ann Robinson, Executive Vice President and Chief of Staff

Michael Kinane, Vice President for Communications and Chief Communications Officer, Faculty Member (Appointed) 

Charge: 

The COVID-19 & Environmental Safety committee is specifically charged with assessing all dimensions of campus life and operations affected by COVID-19 and other environmental concerns including but not limited to the following-

Objectives: 

  1. Monitor the College's performance during the COVID-19 pandemic against health and safety guidelines presented by the State of New York and the State University of New York. 
  2. Make recommendations to the President and members of the College Cabinet to improve the effectiveness and efficiency of the College's response to the COVID-19 virus and variants.
  3. Report, as required to the State of New York and State University of New York, on progress and status of COVID-19 related matters.
  4. Practice and promote environmental sustainability.
  5. Increase environmental awareness among all constituents of the college.
  6. Identify and disseminate research and developments that pertain to institutional sustainability.
  7. Recommend policies for adoption by the college in order to promote conservation, energy efficiency and sustainable use of resources.
  8. Assess the environmental state of the college on a regular basis and to report to the President on its findings and activities.
Planning and Budget Committee

Co-Chairs: 

Executive Vice President and Chief of Staff (EVP/COS), Chief Financial Officer (CFO) and Vice President for Administration, Vice President for Communications and College Relations, Faculty Member (appointed)

Charge: 

The Planning and Budget Committee (PBC) is a presidential committee with two standing subcommittees: SPAAR and Budget Committees.  Through the PBC, the College’s administration, faculty governance, students and Union representatives join efforts to 1) help shape the College’s annual budget and 2) co-facilitate (with Executive Vice President and Chief of Staff) the annual strategic to budget planning.  The PBC will function as an advisory body to the President and the Cabinet to facilitate the Performance Planning to Budget process (PPB) by providing evidence-based, data-driven analysis, assessment, and recommendations.   

Objectives: 

The PBC shall:  

  1. Provide the President with input on budgetary matters and concerns. 
  2. Work with the Provost to recommend academic priorities.  
  3. Operate with transparency and in compliance with the College’s confidentiality and conflict-of-interest policies. 
  4. Coordinate and oversee the activities of its subcommittees: 
  • SPAAR Committee (Strategic Plan Analysis, Assessment and Review) In partnership with the EVP/COS, SPAAR is responsible for monitoring and reporting on the College’s progress in implementing its Strategic Plan (“Plan”). Its purpose is to help the College advance its mission and strategic goals. SPAAR supports the PPB process, which is intended to plan the upcoming year’s strategic initiatives and priorities and the related budget/expenditures.  
  • Budget Committee (BC) In partnership with the EVP/COS and CFO, BC is responsible for providing meaningful, data-driven, evidence-based input and feedback to the President on budget data, benchmarks, resources, assessments, and analysis regarding all-funds budget. Review the College’s overall budget to ensure the effective allocation of resources to advance the College’s mission, values, and strategic goals. Thus, the Budget subcommittee will focus its recommendations to optimize the allocation of resources to prioritize strategic initiatives, improve cost efficiencies, and add value to the College 
IT Governance Advisory Committee 

Co-Chairs: 

Vice President of Administration and Chief Financial Officer, Chief Information Officer, Faculty Member (Appointed)

Charge: 

In accordance with the IT Governance and Advisory Committee (ITGAC) Purview, the

ITGAC charge encompasses the following:

  1. To ensure that, for specific purchases,
    1. The College’s technology-related purchases that exceed the College’s prevailing cost threshold (https://www.oldwestbury.edu/policies/information-technologypurchasing)are prioritized based on service requirements as understood by the College's functional users, in alignment with the goals of the College’s Mission and current Strategic Planning documents, and
    2. There is a transparent process for submitting and approving technology related purchase requests (e.g., criteria considered for approval), and
    3. The submission process is publicized and includes prior ITS technical review and other recommended steps, as well as the criteria considered for approval, and
  2. To ensure that user requirements related to the effectiveness of technology purchases, their implementation, and maintenance are identified through regular and meaningful consultation that solicits and receives information from ITS functional user constituencies (e.g., regular surveys of user needs), and
  3. To ensure that systemic technical problems and maintenance needs are identified through adequate, regular, and meaningful consultation that solicits and receives information from ITS functional user constituencies (the ITGAC has neither authority nor responsibility for managing or interfering in ITS internal decision-making or functions), and
  4. To identify the training and staff development needed to take full advantage of IT

resources, and

  1. To obtain regular updates from ITS regarding planned major initiatives or changes in a timely manner, as well as responses to ITGAC recommendations, and
  2. To conduct all meetings, processes, recommendations, and actions transparently and in accordance with Robert’s Rules of Order (e.g., agendas, minutes), and
  3. To make recommendations on its actions to the President, and make same available to the campus community; members of the ITGAC shall also report ITGAC recommendations to their constituencies, and
  4. To issue regular (e.g., each semester) reports to the College describing its actions.
College Branding, Identity, Marketing, and External Management Committee 

Co-Chairs: 

Vice President of Communications and College Relations, Special Assistant to the President for Projects and Administration.

Charge: 

To refine the identity, broadcast the brand and engage stakeholders. The committee will provide ongoing advice and input on external engagements and is responsible for propagating the brand across the country. The committee will-

Objectives: 

  1. Monitor the public identity of the college and external partnerships.
  2. Ensure alignment of the College brand with the institution’s strategic direction and values.
  3. Recommend changes to the College brand to the President for review and approval;
  4. Approve graphical marks to be included in the College Brand Manual as recommended by the Office of Communications & College Relations;
  5. Approve substantive updates to branding and identity as recommended by the Office of Communications & College Relations;
  6. Decide any requested exceptions to the Brand Policy as recommended by the Office of Communications & College Relations; and
  7. Recommend action to rectify breaches of the College Brand Policy or to address disputes that don’t rise to a level involving legal action.
  8. Advise on how to Showcase faculty and student achievements in college branding and marketing.
Committee on Institutional Effectiveness 

Co-Chairs: 

Executive Vice President and Chief of Staff, Director of Institutional Effectiveness, Faculty Member (Appointed)

Charge: 

To launch a comprehensive Academic and Success Assessment Plan that is focused on structure, technology, and accountability efforts across the College. 

Objectives: 

  1. Assess campus culture around assessment and create an adapted version of Walvoord’s “Ideal Assessment System,” for SUNY OW, that includes assessment/review for student support services. 
  2. Connect a biannual review of high impact 
  3. Establish a “Hub and Spoke” service model that achieves a comprehensive approach to academic and institutional assessment management from a personnel standpoint. 
  4. Implement an annual goals-driven and technology-based review process (that assesses the achievement of PSLOs, ISLOs, the efficacy of student learning opportunities, and the overall culture of assessment) for all academic related programs and units and communicate results to the College community. 
  5. Implement an annual technology-based, periodic review process for all academic related programs and units and communicate results to the College community
  6. Implement a learning outcomes-based assessment plan for the Liberal Education, Honors, and First-Year Experience programs and communicate its results to the University community within two years. 
  7. Conduct a biannual (cycle) holistic review of course syllabi and content to ensure that course goals and intended learning outcomes are made evident to students.
  8. Establish a campus assessment dashboard that captures assessment activity and transparently shares data campus-wide.
  9. Develop a process to ensure that PSLOs are readily available to all institutional stakeholders and reviewed on a regular cycle. 
  10. Create a technology assisted assessment repository that links to closing the loop activities and has campus-wide access.  
  11. Conduct biannual institutional and program goals alignment to mission reviews.
  12. Consult federal guidelines to ensure compliance with consumer information reporting requirements and update the College’s website.
  13. Provide an annual report to the President on 1) the progress on the delivery of the above, and 2) broader assessment outcomes of the College.
 Electronic Information Technology (EIT) Committee  

Co-Chairs: 

Chief Financial Officer/Vice President of Business & Finance
Dean, School of Professional Studies

Charge: 

To oversee the implementation of the EIT Accessibility Plan to ensure equal and integrated access for persons with disabilities and to sustain an ongoing accessibility program within each EIT Accessibility Standard (EAS) subcommittee area:

  • Websites and Software: Web Accessibility Standards (WAS)
  • Digital Content: Digital Content Accessibility Standards (DCAS)
  • Classroom Technology & Design: Classroom Accessibility Standards (CAS)
  • Libraries: Library Accessibility Guidelines (LAG)
  • Procurement: Procurement Accessibility Conformance Standards (PACS)

Objectives: 

Each Accessibility Plan will:

  1. Determine Authority and Responsibility: An assignment of roles, authority, responsibility, and accountability for achieving policy compliance. 
  2. Establish Awareness: A campaign to communicate EIT accessibility across all campus divisions and departments.
  3. Design: A comprehensive approach to engrain accessibility into the creation of web and technology resources.
  4. Establish Procurement: A procedure to include accessibility as a requirement within purchasing processes, including centralized and decentralized purchasing activities.
  5. Monitor Compliance: A means for monitoring compliance with any standards listed in this document.
  6. Establish Training: A method for training all University personnel who develop, select, purchase, and maintain electronic and information technologies