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The Assessment Committee is responsible for advising, consulting, and monitoring informal and formal assessments across the Division of Student Affairs. Through the lens of analysis of the student experience, the committee will collect data related to campus climate, satisfaction, program evaluation, operations, and services.  Further, the committee will: 

• Assist in the development of a culture of evidence.
• Coordinate assessment related to the Division of Student Affairs’ strategic plan
• Provide access and guidance in utilizing Campus Labs and Compliance Assist tools;
• Provide direction on data analysis and timely distribution of key findings; and 
  Identify best practices and make recommendations to the Associate Vice President and Dean of Students.
• Create an Annual Report and Impact Report highlighting divisional assessment accomplishments

The Student Affairs Emergency Preparedness and Risk Management Work Group's mission is to collaborate on emergency and risk management strategies and initiatives designed to enhance preparedness and improve the Division's ability to respond to, and recover from, all threats. 

Responsibilities 
The Work Group is responsible for: 

• Analyze risks which expose the University to the potential disruption of its activities, including risks that are natural and manmade.
• Oversee the annual review and development of emergency preparedness and response plans to the risks identified. 
• Annual review of departmental Continuity of Operations plans in conjunction with Public Safety and Enterprise Risk Management.
• Collaborate with the All-Hazards Committee for consistency with University response protocols. 
• Share training opportunities and facilitate training for division members.
• Review existing department and unit emergency management plans and related policies and procedures.
• Manage the Family Assistance Center, a private space for victims’ families to congregate and receive information and services in times of major crisis.

• Provide in-time support for campus-wide hazing initiatives
• Align University with the Stop Hazing Act to follow the federal mandate
• Revise the University Hazing Policy and Procedures
• Design and implement a Hazing Climate Survey
• Design and execute community and campus hazing awareness education
• Design a webpage for hazing awareness, hazing conduct tracking, and hazing education

This committee will enhance students’ understanding of themselves and their strengths and how they can use their talents and acquired leadership skills to be successful students and leaders both at Towson University and beyond. The coordinating committee will: 

• Utilizing a strengths-based framework, develop a shared definition of leadership
  • Develop shared divisional leadership competencies, learning outcomes, and assessments for leadership programming and initiatives based on national competencies and standards
• Finalize audit of student leadership development programs and initiatives happening across campus, through all divisions
  • Identify external and internal stakeholders to help build leadership offerings to the students at Towson University.
  • Develop division-wide communication for the planning and scheduling of leadership development programs and initiatives. 
• Ensure leadership and civic engagement education is integrated into major initiatives and programs within the Division of Student Affairs
• Develop a mini-grant program to support leadership programming in alignment with established shared definitions, competencies, and learning outcomes of leadership

Objectives 

• To open access to all departments within the division and beyond to consider restorative practices and education as part of their work
• To clearly identify the work of restorative practices and education as a priority within the division
• To give name and space for future work to be accomplished by members with support from supervisors or departments

Responsibilities 

• Provide guidance and direction for the work of restorative practices and education as identified in the student affairs priorities. 
• This committee will educate students and departments within the division and outside of the division about restorative practices and provide consultation to individuals and departments about growing the use of restorative practices. 
• See the Restorative Practices Strategic Plan for the ways the committee could drive the work of restorative practices.

The Staff Development and Engagement Committee exists to create opportunities for Divisional staff to meet for the purpose of continuing to build a sense of team, to increase communication across the Division, to share information, and to update knowledge and skills needed to do our jobs effectively.  Additionally, the committee makes recommendations on ways to recognize staff, and creates social opportunities designed to enhance and build a sense of community.

In support of the Divisional Roadmap, this work group will:

• Identify and implement a strategy and process to inventory and assess current Student Affairs HIPs  
• Develop strategies to raise awareness of HIPs and support divisional staff in identifying and implementing practices/programs that could be transitioned to HIPs
• Create and implement a mechanism to raise student awareness of and participation in divisional HIPs, with attention to equity and barrier reduction
• Recognize and celebrate divisional HIPs practices, programs, and practitioners

Towson University benefits from the vibrancy created by student organizations and leaders. Each year we have the opportunity to recognize the contributions of outstanding members to the Towson University community through their involvement on campus. This committee is charged with facilitating the nomination and selection of those members and planning the awards ceremony.

SECC creates and maintains a committed campus environment that promotes academic success, well-being and the development of healthy choices and responsible behavior. The Committee serves as an advisory committee to the President on issues relating to alcohol and other drugs including recommendations regarding policy, strategies and actions. Additionally, the Committee serves as the University’s coordinating committee for alcohol and substance related issues. This would include the review and evaluation of overall messages about alcohol consumption; education and prevention programming:  data collection and analysis about alcohol and other drugs on campus; and the maintenance of relationships with external organizations on issues related to alcohol and other drugs.

The Welcome 2 TU Work Group will meet monthly to coordinate the educational and social programs for Welcome to TU. Welcome to TU runs from move-in day through the first two weeks of classes. This committee will coordinate the marketing of all events; coordinate and collaborate with departments and student clubs and organizations for programming; and ensure that there are signature events for all students to attend.      

The Community of Practice brings managers of student employees together to share best practices, review policies, explore joint student employee professional development, and provide/receive support to transition student jobs to high impact practices.

Please visit the Safe Activism page for more information on the Tiger Advocacy Advisory Team, including committee members. 

Under the leadership of the Office of Civic Engagement and Social Responsibility, the TU Votes Coalition collaboratively advances civic engagement Â鶹ɫ²¥ and works toward full student participation in local, state, and federal elections.  

The TU Votes Coalition promotes the following learning outcomes through programs, campaigns, and initiatives:

• Develop an understanding of the importance of active civic participation for the health and wellbeing of a democratic society;
• Recognize one’s own capacity to be a civic actor;
• Seek opportunities to be a civic actor in everyday spaces;
• Recognize the importance of effective communication in building community; and
• Examine a range of perspectives, including one's own and those of others, to recognize commonalities and engage in productive conversations.

The Towson University Well-being Collective is a cross-campus leadership group dedicated to embedding the principles of the Okanagan Charter to foster a culture of well-being for all students, staff, and faculty. The Collective will steward strategy, align resources, and champion systemic change to integrate well-being into TU’s policies, practices, and community. 

Core Responsibilities: Identify and prioritize institutional well-being goals aligned with the Okanagan Charter's framework; Form and support subcommittees/workgroups to advance specific initiatives. Monitor progress, assess impact, and report annually to university leadership. Amplify stakeholder voices (students, staff, faculty) to ensure all members of the TU community feel included. 

The steering committee includes leaders representing key divisions (Academic Affairs, Student Affairs, and Operations).