WORKING FOR STUDENT AFFAIRS AT BABSON COLLEGE Updated September 2019
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WORKING FORSTUDENT AFFAIRS
AT BABSON COLLEGEUpdated September 2019
Table of Contents
Division of Student Affairs • Departments • Leadership Roster • AY 2017-2019 Strategic Goals • AY 2018-2019 Annual Report
Professional Development Opportunities Babson College at a Glance Local Area Information
Departments
Athletics and Recreation
Community Standards
Counseling and Psychological Services
Fraternity and Sorority Life
Health and Wellness
Health Services
Housing and Dining Operations
Multicultural and Identity Programs
Office of Student Engagement
Public Safety
Residence Education
Sorenson Center for the Arts
Student Affairs Administration
Wellness & Prevention Services
For more information on Student Affairs, visit our website.
Lawrence P. Ward
Vice President for Student Affairs & Dean of Students
Provides vision, leadership and executive oversight for Athletics, Public Safety, Student Life, Student Affairs Administration, Babson Arts, and Wellness Services
Hollister Hall, Rm 204 [email protected] 781-239-5346
Christine MacCormack
Executive Assistant
Provides administrative support for Lawrence P. Ward, Vice President of Student Affairs and for Erin Freda, Director, Student Affairs Administration
Hollister Hall, Suite [email protected] 781-239-5008
Kate BuckmanDirector, Graduate Student Life and Leadership
Creates co-curricular experiences for graduate students Oversees graduate student organizations and forums
Olin Hall, Rm 323B [email protected] 781-239-4018
Erin CarciaAssociate Director/Deputy Chief of Police, Public Safety
Oversees the day-to-day operation and management of all programs and services with the Public Safety Department and serves as the College’s Director of Emergency Management
Public Safety, Rm [email protected]
Maribeth FlakesDirector, Student Engagement
Oversees:Student Activities and LeadershipFraternity and Sorority LifeFamily and Friends WeekendStudent Government AssociationOrientation
Reynolds Campus Center, Rm 211 [email protected] 781-239-5236
Abbe ErleDirector, Community Standards
Manages the Office of Community Standards. Oversees the entire student conduct process for graduates and undergraduatesServes as primary investigator in all student-on-student sexual misconduct cases
Park Manor Central, Office of Community [email protected]
DIVISION OF STUDENT AFFAIRS LEADERSHIP ROSTER
Leslie ChiuGeneral Manager, BabsonARTS
Manages BabsonARTS and the Sorenson Center for the ArtsOversees all operations, development of BabsonARTS programming, and facility management
Trim Hall, Rm [email protected] 781-239-5686
Caitlin CapozziAssociate Dean of Student Life
Oversees:Student EngagementCommunity StandardsResidence EducationHousing and Dining OperationsOn Call SystemDeputy Title IX CoordinatorMulticultural and Identity Programs
Reynolds Campus Center, Rm 211 [email protected] 781-239-4582
Janice Holton
Director, Counseling and Psychological Services (CAPS)
Provides vision and direction for CAPS including service delivery for students, consultation with faculty/staff, and oversight for the Clinician-On-Call program
Park Manor South, Wellness [email protected] 781-239-5324
Mike LynchPamela P. and Brian M. Barefoot Athletics Director and Senior Director of Athletic Advancement
Oversees 22 varsity sports and coachesResponsible for campus recreational planning
Webster Center, Rm 204 [email protected] 781-239-4528
Alison MoppettDirector, Housing and Dining Operations
Oversees all aspects of Housing OperationsResponsible for Dining Services within the student experience
Reynolds Campus Center, Rm [email protected] 781-239-5324
Ashleigh HalaDirector, Wellness and Prevention Services
Oversees:Alcohol & Other Drug ServicesHealth PromotionSexual Assault Prevention & Response Services
Park Manor South, Wellness [email protected] 781-239-5201
Erin FredaDirector, Student Affairs Administration
Administrative responsibility for budget management, strategic planning and assessment, and communications/technology management
Reynolds Campus Center, Rm 211 [email protected] 781-239-4320
Denicia RatleyDirector, Religious & Spiritual Life
Provides spiritual and ethical leadership to Babson Community and oversees the daily administrative and programmatic operations of Religious and Spiritual life and Glavin Chapel
Chapel Room [email protected] 781-239-5969
Jim PollardDirector, Public Safety and Police Chief
Oversees all campus safety and security issuesProvides strategic leadership and management of all public safety, security and emergency preparedness issues on campus
Public Safety [email protected] 781-239-4333
Josh PeipockDirector, Residence Education
Oversees and provides vision for the development, implementation, and evaluation of a comprehensive safe and inclusive residence education program that enhances students’ personal, social, and intellectual growth. Hires, supervises, and develops the professional, graduate, and student staff
Reynolds Campus Center, Rm [email protected]
Patrick HaleDirector, Multicultural and Identity Programs
Provides strategic direction and leadership for education, advocacy, and student support services aimed at facilitating an inclusive environment for all students and an awareness and celebratory atmosphere of all diverse student populations
Global Lounge, Reynolds Campus [email protected]
Sharon Yardley
Director, Health Services
Responsible for all Health Services operations
Hollister Hall, Rm [email protected] 781-239-4979
Ryan TraviaAssociate Dean of Students for Wellness
Oversees: Health Services Counseling and Psychological Services (CAPS)Wellness & Prevention ServicesCampus Assessment, Response and Evaluation (CARE) TeamReligious and Spiritual Life
Park Manor South, Wellness [email protected] 781-239-4218
DIVISION OF STUDENT AFFAIRS STRATEGIC GOALS AY 2017‐2019
The Division of Student Affairs is committed to building and sustaining a holistic campus experience that supports students and engages the entire college community. In educating entrepreneurial leaders to create economic and social value, we believe that the Babson student experience should:
Develop the whole person and reflect a process of “discovery”
Build resiliency and ability to overcome difficulty or shortcoming
Emphasize diversity (broadly) and global perspective
Foster good judgment and responsible decision‐making
Be a fun and transformative experience
Our work is performed in collaboration with faculty, students, and families and guided by the following strategic goals and related action steps: Goal 1: Foster a healthy, safe, and supportive learning environment that facilitates students’ academic success and personal development. Action Steps:
Conduct a mental and emotional health audit with external consultants to assess the campus environment for stress, anxiety, and sleep deprivation; use findings to develop appropriate programmatic and other interventions.
Develop a comprehensive substance abuse prevention strategy for Babson College focused on the reduction of high‐risk drinking; collaborate with student leaders in Athletics, Fraternity and Sorority Life, special interest housing and suites to implement safe and responsible practices around alcohol use at social gatherings in residence halls.
Develop a bystander training and curriculum to positively impact the students’ campus experience with respect to diversity and inclusion, sexual violence awareness, suicide prevention, alcohol and other drug behavior, etc.
In collaboration with Facilities, work to create an emergency room equipped with private bathroom and in a discrete location.
Develop, implement, and evaluate new suicide prevention gatekeeper training for students and staff.
Within Athletics, develop high quality, high impact intramural and physical recreation programming that is reflective of the needs and wants of graduate and undergraduate populations.
Via Public Safety and ITSD, assess the ability to install additional security cameras throughout parking areas on campus.
In Public Safety, partner with Residence Education and Babson Dining Services to develop fire education and prevention programming and training.
Evaluate the use and access hours of McCullough roadway for non‐emergency vehicles; implement plan to prohibit non‐emergency vehicles from utilizing the roadway due to high levels of foot traffic and student gatherings in that area of campus.
Develop food safety compliance policies and guidelines based on Wellesley Board of Health requirements for divisional events and the student experience that promote diverse cultural experiences, innovation, and entrepreneurship.
In Athletics, partner with Academic Services to explore the development of a physical health and well‐being focused section of the First Year Seminar course (FYS).
Goal 2: Improve and strengthen students’ living and communal experience, facilities, and resources. Action Steps:
Develop opportunities for students to safely gather in central areas of campus to provide more open social space that allows students to move beyond regular friend groups and "see and be seen.”
Develop a portfolio of "enrichment" opportunities available to the Graduate Student Council (and possibly other student leaders) such as mentoring and networking opportunities with alumni and local business leaders.
In partnership with resident assistants, student government, and student organizations, expand Public Safety's community policing model and related‐programming including the assignment of Public Safety officers to serve as liaisons to specific groups/areas and establish new programming ideas.
In conjunction with Babson Dining Services, evaluate current meal plans and implement a new meal plan structure for AY 2018‐2019; identify late night dining and convenience alternatives (beyond vending machines); explore additional installation and marketing of healthy vending services available in the residence halls and across campus.
Evaluate the impact of increase in number of beds on College revenue and space reallocation; contribute student and divisional input to the development of a new campus master plan that includes new residential living options and provides common areas for students to socialize, study, and "see and be seen.”
Promote Babson tradition, fun, and a more engaging student experience (Campus Activities Board (CAB)/Super Fan, mascot, Senior Week, athletic events, etc.) that will increase affinity for the College.
Explore the development of a new, virtual student life platform to serve current and prospective online students; benchmark current offerings from other leading online programs/schools.
Onboard new Directors of Student Engagement and Residence Education; reimagine student leadership experiences that support more meaningful engagement within clubs and organizations; promote soft skill development of critical thinking, problem solving, and professionalism through club and organization leadership advising; promote sustainable student organizations that contribute positively to the student experience.
Improve the Roger's Pub experience for students by implementing programs, activities, and initiatives that promote tradition, fun, and a more engaging environment.
Review dining hours and options incorporating student‐athlete course, practice and game schedules; assess "fueling station" option.
Goal 3: Promote an inclusive campus environment grounded in respect for self, civility, and an appreciation for diversity of all kinds. Action Steps:
Thoughtfully consider how gender identity impacts the student experience by examining services, programs and resources in an effort to remove unnecessary barriers to inclusion; evaluate providing roommate matching and housing assignments based on gender identity rather than biological sex.
In conjunction with academic deans, Center for Women’s Entrepreneurial Leadership (CWEL), Glavin Office of Multicultural and International Education (Glavin Office), and other campus partners, develop strategies to improve the climate with respect to cross‐cultural and gender relationships and civility; improve bias‐incident response effort by establishing a formal bias incident response team (BIRT).
In conjunction with Glavin Office and Diversity and Inclusion Council, develop framework for advancing inclusive excellence as a pillar of academic and professional success.
Via Public Safety, partner with student groups or campus cultural organizations to offer joint training sessions, tabletop exercises, or open forums to engage around issues of diversity and inclusion.
Expand the Victory Academy to address cultural competency and leadership within the student‐athlete population; incorporate coaching staff in programming to ensure that both varsity teams operate with a common goal and understanding.
In collaboration with Babson Dining Services, offer dining options that take into account different cultural, religious, and dietary restrictions.
Identify and implement strategic priorities around values of diversity and inclusion among fraternal organizations at Babson; intentionally plan for growth of identity and cultural based organizations; increase participation of fraternity and sorority members in diversity and inclusion trainings, programs, and dialogues across campus.
Examine utilization data patterns of student services to evaluate how different populations of students experience the campus; develop effective strategies to address any underserved constituencies; proactively outreach, build, and model relationships of trust, respect, and mutual understanding.
Emphasize culturally‐competent care in health services, counseling services, health promotion, substance abuse prevention, and sexual assault prevention & response services through ongoing professional development, team discussion, and peer review.
Create active partnership between Student Athlete Advisory Committee (SAAC) and Student Government Association (SGA), promote campus wide community service efforts; encourage teams to partner with other cultural and affinity organizations on campus initiatives.
Goal 4: Demonstrate and foster a sustained commitment to operational excellence, quality, integrity, and best practice. Action Steps:
In Athletics, expand campus partnerships that add value to the student experience and leverage expertise.
Administer surveys and/or focus groups to assess student experience with Health and Counseling Services with a particular focus on treatment outcomes; identify areas for improvement and study reasons that students may not utilize these services in an effort to facilitate quality improvement initiatives.
Explore and develop new revenue streams to provide additional funding support to the division's key priorities including new Full‐Time Employees, programming, and operating budget relief.
Re‐evaluate the effectiveness and efficacy of the Babson Honor Code; develop separate academic integrity code (AIC) and student code of conduct; transition adjudication of AIC to academic deans.
Deliver new and/or increased revenues resulting from BRAC construction; identify rental opportunities with current and new spaces; continue to review licensed product sales and web store revenues.
Implement National Fraternity and Sorority Experience survey to benchmark against a national data set, identify trends and best practices in the fraternal industry, and inform community interventions and advising practices.
Clarify and codify in writing the business and revenue relationship with Olin College of Engineering (i.e. service agreement, fee structure, and expectations) for Health Services, Health Promotion, and Alcohol and Other Drug Services.
In Public Safety, expand student intern program to advance the department’s social media program, which markets Babson Bucks and community policing programs and also helps to make forms and processes more user friendly by leveraging technology.
Develop and implement a comprehensive Student Employment strategy for the Division. Create a training guide for managers to use when onboarding student employees that provides an overview of and guiding principles for student employment within the Division.
Examine utilization data to evaluate how different student populations experience/use available transportation options on campus; collaborate with SGA and Graduate Student Council (GSC) to determine student needs/wants.
In Athletics, partner with Admission and College Marketing to create materials for Babson promotion, build collateral that is applicable over time and promotes the value of campus and programs; develop multimedia presentation including stories of athletes that have found professional success after playing a varsity sport at Babson.
In Public Safety, gather data from multiple software systems and the OneCard Office; assess service requests, outcomes and programming that will enhance department effectiveness; create point‐of‐service customer satisfaction surveys that provide for service level feedback
Goal 5: Invest in and support the continuous growth, development, and professionalism of Student Affairs staff, coaches, and public safety personnel. Action Steps:
Outline leadership development plans and career advancement strategies for deans and directors to ensure leadership continuity and growth opportunities within the Division.
Within Athletics, dedicate additional financial resources and programming to strengthen professional development of coaching staff at all levels.
In Public Safety, expand formal coaching and mentoring program for staff with assistance from Human Resources and other campus departments.
Create professional development workshops and training opportunities for Student Affairs employees at every level of the Division.
Develop a speaker series for coaches (and student‐athletes) to bring speakers focused on "hot topics" to Babson for interactive workshops and demonstrations; send coaches to high quality competitors for learning experiences.
AY 2018-2019 Annual Reports
Click on the department name to view! Athletics and Recreation Community Standards Health and Wellness Housing and Dining Operations Public Safety Residence Education Sorenson Center for the Arts Student Affairs Administration Student Engagement
Professional Development
Continuous Learning is one of Babson’s six core competencies, so we place great importance on the ongoing development of our employees. The College’s continuous learning objective is to provide opportunities that enhance near-term job performance, employee engagement, and achievement of career goals; and the Organizational Learning and Development department provides a variety of services to promote employees’ personal and professional growth. Employees and supervisors are encouraged to take an active role in identifying and pursuing opportunities on and off campus to sustain continued learning. In addition to offering a variety of skills training workshops for employees at all levels, Babson also highlights its commitment to continuous learning through our semiannual Community Learning Day which represents a unique design and approach to workplace learning by giving all Babson College faculty and staff the opportunity to invest in professional and personal development and connect, grow, and give back to the community. For a listing of continuous learning opportunities, visit the Babson Calendar.
Babson at a Glance
Babson College Mission/Vision Statement Babson College Core Values Diversity and Inclusion Entrepreneurial Thought & Action® Entrepreneurship of All Kinds® Rankings
Local Area Information
Babson College is located in Wellesley, MA. The campus is approximately 16 miles from Boston and there is a lot of great activity in and around the area.
Local Town Websites: Wellesley – www.wellesleyma.gov Needham – www.needhamma.gov Natick – www.natickma.gov
Grocery Store Locations: Roche Brothers 184 Linden Street Wellesley Whole Foods Market 442 Washington Street Wellesley Trader Joe’s 958 Highland Avenue Needham Super Stop & Shop 829 Worcester Street Natick Sudbury Farms 1177 Highland Avenue Needham
Pharmacy Locations: CVS 188 Linden Street Wellesley Walgreens 266 Washington Street Wellesley Shopping Retail Outlets: Natick Mall 1245 Worcester Street Natick Shoppers World 1 Worcester Road Framingham Public Transportation: MBTA (Massachusetts Bay Transportation Authority)
Fitness: Babson Recreation and Athletics Complex (BRAC) *Free for employees Boston Sports Club 140 Great Plain Avenue, Wellesley CycleBar Wellesley 386 Washington Street, Wellesley Pure Barre 200 Linden Square, Wellesley Orangetheory Fitness 21 Main Street, Natick Planet Fitness 215 West Central Street, Natick Wellesley Walking/Running Trails Restaurants: The Rice Barn 1037 Great Plain Avenue, Needham 781-449-8300 Cook Needham 105 Chapel Street, Needham 781-400-5927 Blue on Highland 882 Highland Avenue, Needham 781-444-7001 Abbott’s Frozen Custard 934 Great Plain Avenue, Needham 781-555-9908 Masala Art 990 Great Plain Avenue, Needham 781-449-4050
Restaurants (continued): Comella’s 288 Washington Street, Wellesley 781-235-7300 Coconut Thai Cafe 257 Washington Street, Wellesley 781-235-8255 Cafe Mangal 555 Washington Street, Wellesley 781-235-5322 Maugus Restaurant 300 Washington Street, Wellesley 781-239-0676 Wellesley North End Pizza 7 Washington Street, Wellesley 781-237-3388 Upper Crust Restaurant 99 Central Street, Wellesley 781-235-5011 The Local 11 Forest Street, Wellesley 781-694-1210 The Wok 180 Worcester Street, Wellesley 781-235-0238 The Linden Store 162 Linden Street, Wellesley 781-235-9837 Captain Marden’s/ Captain’s Table & Take Away 279 Linden Street, Wellesley 781-235-3737
Cafe Fresh Bagel 896 Highland Avenue, Needham 781-444-7444 Lemon Thai 555 Washington Street, Wellesley 781-237-6996 The Cottage 190 Linden Street, Wellesley 781-239-1100 Truly Yogurt 35 Grove Street, Wellesley 781-239-1356 Weston Road Cafe 336 Weston Road, Wellesley 781-235-1116 CrepeBerry 352 Washington Street, Wellesley 781-772-1731 Sweet Tomatoes 320 Chestnut Street, Needham 781-444-9644 Alta Strada 92 Central Street, Wellesley 781-237-6100 Amarin of Thailand 27 Grove Street, Wellesley 731-239-1350 Bruegger’s Bagels 97 Central Street, Wellesley 781-235-2358
Wellesley Bakery & Cafe 542 Washington Street, Wellesley 781-235-1171 Old School Pizzeria 552 Washington Street, Wellesley 781-235-8300 Papa Razzi 16 Washington Street, Wellesley 781-235-4747 Qdoba Mexican Grill 185 Linden Street, Wellesley 781-235-3390 Quebrada Baking Co. 272 Washington Street, Wellesley 781-237-2111 Singh’s Cafe 312 Washington Street, Wellesley 781-235-1666 All you can eat buffet for around $10.00 Starbucks Coffee Wellesley Locations: 101 Linden Street 781-237-5282 & 68A Central Street 781-235-2390 Fiorella’s Express 575 Washington Street, Wellesley 781-694-8800 Takara Japanese Restaurant 151 Linden Street, Wellesley 781-235-9888
California Pizza Kitchen 183 Linden Street, Wellesley 781-416-3690 CK Shanghai 15 Washington Street, Wellesley 781-237-7500 Deluxe Pizza (cash only) 1 Forest Street, Wellesley 781-235-6811 J.P. Licks 63 Central Street, Wellesley 781-416-1799
Tutto Italiano 570 Washington Street, Wellesley 781-431-2250 Yama Japanese Restaurant 245 Washington Street, Wellesley 781-431-8886 Peter’s Pizza 57 Washington Street, Wellesley 781-489-3205 Jin’s Fine Asian Cuisine & Sushi Bar 11 Washington Street, Wellesley 781-237-5888
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