Presented by: Dr. Fred Maryanski. Mr. Lee Young. NSSA President. President Dr. Lesley Di Mare. Provost

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1 Presented by: Dr. Fred Maryanski President Dr. Lesley Di Mare Provost Mr. Lee Young Vice Provost for Enrollment Management and Student Services Ms. Amsala Johnson NSSA President (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 1 of 37 1

2 Nevada State College began a strategic planning initiative in Fall 2008 with a campus retreat. As a result, an Institutional Strategic Planning Committee was appointed by the Provost to address the mandated objectives of the college. (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 2 of 37 2

3 Provost appointed committee with representation across the campus and community (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 3 of 37 3

4 The College s mission is to educate the next generation of professionals for the State of Nevada. Serve as Nevada s first middle-tier, four-year baccalaureate institution Offer wide range of baccalaureate programs and selected Masters programs to meet general needs of the State of Nevada with special emphasis on nursing and education Address Nevada s needs for increased access to higher education Promote partnerships with NSHE institutions and Nevada s public school system Assist students transferring from the state s community colleges (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 4 of 37 4

5 NSC s six strategic goals are overarching and flexible to allow the College to evolve while remaining committed to its iteach values. (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 5 of 37 5

6 Innovation Teaching Excellence Economic Development Assessment Customer Service Heritage (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 6 of 37 6

7 1. Advance academic programs 2. Increase retention, persistence, and graduation 3. Competitively position NSC within the local, state and regional market 4. Build a culture of community 5. Encourage and support an institutional and individual entrepreneurial spirit 6. Enhance technology and information literacy to educate faculty, staff and students in the use of print and electronic resources (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 7 of 37 7

8 Goal 1: Advance our academic programs (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 8 of 37 8

9 Strategy Enhance NSC s innovative core curriculum that prioritizes sustainability, critical thinking, and writing skills, fosters a sense of community among students, and generates enthusiasm for lifelong learning Tactics Appoint a General Education Taskforce to assess relevance and appeal of core curriculum to NSC students Integrate diversity and social justice into core curriculum Revise the First Year Experience (FYE) to improve retention and student engagement (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 9 of 37 9

10 Strategy Develop new degree programs that meet the needs and interests of our students and complement our state-wide mission Tactics Conduct surveys to determine student and community needs regarding degree pathways and professional goals Develop and propose a School of Business Propose and implement a mathematics degree (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 10 of 37 10

11 Strategy Assess major programs, individual courses, and the core curriculum Tactics Integrated Studies - Direct Measures (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 11 of 37 11

12 Strategy Elevate the quality of instruction by improving the performance of part-time instructors Tactics SOE PTI Mentoring (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 12 of 37 12

13 Goal 2: Increase retention, persistence, & graduation (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 13 of 37 13

14 Retention Rate A measure of the rate at which students persist in their educational program at an institution, expressed as a percentage. For four-year institutions, this is the percentage of first-time bachelors (or equivalent) degree-seeking and full-time (enrolled in 12 or more semester hours) undergraduates from the previous fall who are again enrolled in the current fall. For all other institutions this is the percentage of first-time degree/certificate-seeking students from the previous fall who either re-enrolled or successfully completed their program by the current fall. Persistent Rate The percentage of first-time, bachelors degree-seeking and full-time (enrolled in 12 or more semester hours) undergraduates from a previous fall who are again enrolled in the current fall. Graduation Rate This annual component of Integrated Postsecondary Education Data System (IPEDS) was added in 1997 to help institutions satisfy the requirements of the Student Right-to-Know legislation. Data are collected on the number of students entering the institution as full-time, first-time, degree/certificate-seeking undergraduate students in a particular year (cohort), by race/ethnicity and gender; the number completing their program within 150 percent of normal time to completion; the number that transfer to other institutions if transfer is part of the institution s mission. Prior to 2007, institutions who offered athletically-related student aid were asked to report, by sport, the number of students receiving aid and whether they completed within 150 percent of normal time to completion. Now, these institutions only need to report a URL where the athletic data is located on their website, when available. The GRS automatically generates worksheets that calculate rates, including average rates over 4 years. Integrated Postsecondary Education Data System (n.d.) IPEDS Glossary. Retrieved October 15, 2009 from OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 14 of 37 14

15 Strategy Utilize the student data system to effectively recruit new and former students as well as retain current students Tactics Develop and analyze historical admissions reports (by week) to determine admissions trends for new freshmen and transfers by high schools, community colleges, colleges and/or universities Utilize SAT and/or ACT Student Data Reports to enhance the pool of qualified freshman applicants (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 15 of 37 15

16 Strategy Increase the level of customer service provided to our students, their parents/guardians and, other stakeholders Tactics Review and assess the College s articulation agreements and two + two programs to ensure a seamless transition for transfer students Develop and implement programs and services (i.e. mentoring programs) that increase student engagement with faculty, staff, and other students (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 16 of 37 16

17 Strategy Increase collaboration and engagement within key units, offices, and targeted external agencies that impact student enrollment Tactics Implement a communication campaign to convey the College s enrollment management goals and objectives to the campus, alumni, and external supporters Maintain good working relationships with major feeder high schools, community colleges, and workforce development agencies to facilitate the enrollment of future students (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 17 of 37 17

18 Goal 3: Competitively position NSC within the local, state, & regional market (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 18 of 37 18

19 Strategies Develop, promote and manage Nevada State College s brand Tactic Develop, launch, and sustain an institutional marketing campaign that captures and consistently conveys the College s distinctiveness and personality (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 19 of 37 19

20 Strategy Develop an aggressive and contemporary marketing/advertising campaign that highlights the various benefits and opportunities available to current and prospective students Tactics Develop a new family of publications for marketing Highlight faculty and their areas of expertise (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 20 of 37 20

21 (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 21 of 37 21

22 (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 22 of 37 22

23 (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 23 of 37 23

24 Googling Nevada State College (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 24 of 37 24

25 Goal 4: Build a culture of community (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 25 of 37 25

26 Strategy Increase underrepresented faculty, staff, and students and continue to create a more inclusive environment Tactics Promote NSC as an institution committed to diversity and inclusion Diversity requirement in Core Curriculum Continue to support the Promise Scholarship for middle school students Support for CDAC, Diversity Coalition, Heritage Center, and CEC (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 26 of 37 26

27 Cameron's Story (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 27 of 37 27

28 Strategy Promote partnerships with statewide, regional, and national constituencies Tactics Continue offering distance learning educational opportunities through the School of Education in Northern Nevada (WNC) Expand local Technology Fellows Program and Institute Collaborate with CCSD to provide teachers with in-service training opportunities (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 28 of 37 28

29 Strategy Develop a comprehensive Campus Master Plan that serves as a catalyst for a well planned and self-sustaining 21 st century campus Tactics Present the finalize Campus Master Plan to the Board of Regents in 2010 Secure funding for the nursing, education, and student services buildings in partnership with the NSC Foundation Board of Trustees Sustainability initiatives - NSSA (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 29 of 37 29

30 Goal 5: Encourage and support an entrepreneurial spirit (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 30 of 37 30

31 Strategies Encourage and reward creative utilization of institutional resources Tactics Encourage faculty and staff to obtain external funding through adequate training of grant-writing activities Work with William Schulze, Director, Nevada EPSCoR Office (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 31 of 37 31

32 Strategies Seek philanthropic gifts from private sources to expand and support NSC's outreach efforts Tactics Educate faculty, staff, and community on Ways to Give in support of academic programs, technology needs, facilities, student financial aid, and endowment initiatives Enhance donor recognition programs in order to strengthen donor support and increased gifts Identify alumni base and establish ongoing relationships (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 32 of 37 32

33 Goal 6: Enhance technology and information literacy (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 33 of 37 33

34 Strategies Integrate instructional technology and library services to enhance academic degree programs and student services Tactics Adopt and develop real-time media and voice tools to enhance speech and language arts instruction Advance student course evaluation system with the deployment of CoursEval and enhance all student polling through integrating SIS and CoursEval to support all college units (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 34 of 37 34

35 Strategies Increase technology training and support services to enhance technology literacy for faculty, staff, and students Tactics Enhance support services to faculty, staff, and students through the adoption of a centralized ticketing system for automating responses to technical support requests (Kbox) Promote, and fund the Technology Fellows Institute (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 35 of 37 35

36 Commended by NWCCU on Standards of Academe Commended by NWCCU on Outcomes Assessment Increased enrollment for NSC by 19.8% (headcount) and 21.0% (FTE) for Fall 2009 Collaborated with Teresa Farnum & Associates to track institutional retention data (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 36 of 37 36

37 Developed new website and utilized survey data to develop and market NSC s brand Awarded numerous national and local grants to support institutional programs Host Southwest Technology Showcase first of its kind in Nevada (BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 37 of 37 37