At Carleton University, we believe that advising services are an integral part of the educational experience that we provide to our students. Creating a culture for academic success involves identifying and involving key individuals and services who contribute to a rich student experience. Academics, staff, advisors in the Student Academic Success Centre as well as departmental advisors and other key supports all have a critical roe to play. By offering learning opportunities that foster and support engagement, success and the attainment of positive learning outcomes, we enable our students to pursue excellence in their intellectual lives, to think critically about their roles and responsibilities as students, and to design a future for themselves in which they can flourish as citizens of a democratic society and global community.

We focus on providing a caring and supportive community in which our students can thrive as they follow a meaningful pathway of learning that they have helped shape themselves.

We actively encourage our students to take full advantage of opportunities that nurture their intellectual and social development to enrich their student experience.

The creation of an advising services framework at Carleton University is consistent with its strategic plan as articulated by is commitment to “strive for excellence in service” and to “recognize that the academic mission of the university is dependent upon outstanding administrative and student support services” 1

With that in mind, the Cross‐functional Advising Committee proposes the following as a point of departure for the achievement of excellence in advising services for Carleton University. This framework has been developed as a living document, allowing for review and revision as required to maintain its currency and its relevance for the population it is designed to serve, and to reflect best practices and forward thinking in both orientation and content.

Carleton University’s recently released strategic plan, “Defining Dreams,” sets the stage for the university as it moves forward into the year 2009‐2010 and beyond. The plan defines a vision for the university, frames its identity, sets goals and objectives, and outlines areas of priority. Improving advising is a goal set out in “Defining Dreams” and this report discusses efforts to redefine advising underway at the university.

At Carleton University, we believe that advising services are an integral part of the educational experience that we provide to our students. Creating a culture for academic success involves identifying and involving key individuals and services who contribute to a rih student experience.  Academics, staff, advisors in the Student Academic Success Centre as well as departmental advisors and other key supports all have a critical roe to play.  By offering learning opportunities that foster and support engagement, success and the attainment of positive learning outcomes, we enable our students to pursue excellence in their intellectual lives, to think critically about their roles and responsibilities as students, and to design a future for themselves in which they can flourish as citizens of a democratic society and global community.

We focus on providing a caring and supportive community in which our students can thrive as they follow a meaningful pathway of learning that they have helped shape themselves.

We actively encourage our students to take full advantage of opportunities that nurture their intellectual and social development to enrich their student experience.

The creation of an advising services framework at Carleton University is consistent with its strategic plan as articulated by is commitment to “strive for excellence in service”and to “recognize that the academic mission of the university is dependent upon outstanding administrative and student support services” 1

With that in mind, the Cross‐functional Advising Committee proposes the following as a point of departure for the achievement of excellence in advising services for Carleton University.  This framework has been developed as a living document, allowing for review and revision as required to maintain its currency and its relevance for the population it is designed to serve, and to reflect best practices and forward thinking in both orientation and content.