University of Maine at Augusta Strategic Plan

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1 University of Maine at Augusta Strategic Plan Wherever You Are Whenever You re Ready Stay Close. Go Far. Board of Trustees Meeting May 17, 2015

2 Strategic Planning Process UMA began an accelerated planning process last September to update its strategic plan and it engaged all campus stakeholders.

3 Values UMA is Accessible Collaborative Responsive Nimble Adaptable

4 Mission UMA transforms the lives of students of every age and background across the State of Maine and beyond through access to high-quality distance and on-site education, excellent student support and civic engagement, and innovative professional and liberal arts.

5 Vision The University of Maine at Augusta (UMA) will become Maine State University, the recognized state leader in distance education. Through innovation and collaboration, we will deliver undergraduate and graduate programs, on-site and at a distance, that prepare our students to succeed as engaged citizens, professionals and leaders.

6 Key Goals & Strategies Goals and Supporting Strategies Cross-Reference Primary Support Additional Support KEY GOALS Student Success Enrollment Academic Innovation High Quality Stewardship of Place/State Visibility and Branding Financial Sustainability Strengthen Student Success SUPPORTING STRATEGIES Advance Academics Cultivate Reputation & Resources

7 Supporting Strategies for Student Success and Enrollment Improve Retention by Strengthening Student Success Enhance new student onboarding processes. Implement an embedded class steward program. Strengthen student support services and refine communication with students. Promote learning communities. Develop incentives to encourage student persistence. Intensify relationships with employers to identify additional enrollment opportunities.

8 Supporting Strategies for Academic Innovation Advance Academics Curriculum Enhance collaboration and integration with University College and online infrastructure with UMA to support the distance education component of our mission. Refine approach to developmental education courses. Develop new programs through internal and external collaboration.

9 Supporting Strategies for High Quality Advance Academics Curriculum Continuously improve existing programs. Faculty Support faculty in the implementation of high impact teaching practices. Improve integration and support of adjunct faculty.

10 Supporting Strategies for Stewardship of Place/State Stewardship of Place/State Build community connections through courses, internships and civic engagement. Solicit additional feedback from employers in the community through enhanced surveys. Aggressively pursue grant opportunities. Evaluate energy alternatives including biomass and solar.

11 Supporting Strategies for Visibility and Branding Cultivate Reputation & Resources Grow the enrollment funnel Bridge Year Increased Community College partnership More flexible fall & spring term enrollment options Increase resources in marketing and advertising Change name to Maine State University to reflect state-wide mission Offer student housing through collaborative arrangements Expand community connections

12 Incremental Strategic Investment UMA is committing $1.6 million in E&G reserves over the next two years to advance its strategic imperatives. FY16-17 Strategic Investment Summary ($000 s) $811 Total FY $758 Total FY2017 Bridge Year Embedded Class Steward Student Housing Strengthen Student Support Services Refine Developmental Education Marketing & Advertising Financial Incentives for Student Persistence Increase Enrollment Resources

13 3 Key Strategies to Achieve the 2020 Vision Improve Retention by Strengthening Student Success Advance Academics Cultivate Reputation & Resources

14 Metrics Measuring Progress on our Long-Term Goals Student Success Enrollment Academic Innovation High Quality Stewardship of Place/State Visibility and Branding Financial Sustainability

15 Key Performance Indicators Metrics Student Improve Baccalaureate All student Graduation rate by 22%. 1 Current Goal Success Strengthen student success as demonstrated by course completion and graduation. Baccalaureate First- Time, Full-Time Graduation Rate 2 5 Year Average Course Success Rate 3 13% 18% 75% 80% 1 All student baccalaureate graduation rate is for all students within 6 years (150%). Current rate is for cohort. Goal is to increase UMA s current rate from 23% to 28%, representing a 22% improvement in the rate. 2 First-Time, Full-Time baccalaureate graduation rate as defined as the traditional IPEDS graduation rate within 6 years (150%). Current rate is for cohort. 3 Peer group comparison is 19.5% for National, 4-Year, Public Offering Bachelor's and Select Associate Degrees Only with Open Admission Selectivity (ACT, 2014, Fall 2007 cohort).

16 Key Performance Indicators Enrollment Achieve student headcount of 6,700 or average annual credits of 95,000 1 Credits 98,000 96,000 94,000 6,669 6,656 6,525 5 Year Trend: Credits & Enrollment Credits (census) Headcount (12-month) 6,700 Student Headcount 6,800 6,600 92,000 6,400 90,000 88,000 86,000 84,000 82,000 93,987 96,041 96,131 6,204 6,217 91,466 88,162 6,062 85,969 95,000 6,200 6,000 5,800 80, BUDGET GOAL 5,600 1 Where growth will not dilute historical effective tuition rate (net student revenue/credit hour).

17 Key Performance Indicators Metrics High Quality Demonstrate on-going quality improvement through internal and external reviews and feedback. Review external evaluative tools on an annual basis. Identify annually at least 1 score to improve and at least 1 recommendation to implement (current focus: NSSE student engagement). Review internal evaluative tools on an annual basis. Identify at least 1 score to improve and at least 1 recommendation to implement (current focus: Learning outcomes by academic program). Increase accredited or externally peer reviewed programs from 6 to 9. Improve percentage of full-time faculty new hires that have their Doctorate or terminal degree from 86% to over 90%.

18 Key Performance Indicators Academic Innovation Innovate academics through UMS and external collaborations. Metrics Create or revise 20% of courses annually. Take at least 2 additional UMA baccalaureate programs to a national/world audience. Offer at least 4 additional baccalaureate programs at UMA. Offer at least 2 graduate level programs.

19 Key Performance Indicators Stewardship of Place/State Positively impact the economic, intellectual, social and cultural vitality of our communities through cooperative exchanges, programming and volunteerism. Metrics Improve civic engagement metric based on scaled item in NSSE. Increase by 4 the number of Programs requiring Service Learning and/or Internships. Establish a mechanism to document and report faculty, staff and student volunteer hours and contributions. Establish and routinely measure an employee satisfaction metric. Implement Employer Survey to assess workplace preparedness of UMA s graduates. Reduce UMA s carbon footprint by 30% within five years.

20 Key Performance Indicators Metrics Visibility and Branding Strengthen and raise awareness of UMA brand for all stakeholder groups 1, with special focus on prospective students. Enhance market research to establish baseline brand awareness and strive for improvement over the next 4 years. Enhance analytics to gauge effectiveness of communication & marketing efforts to increase applications and enrollment. 1 Since 2006, we have identified UMA stakeholder groups as prospective students, key influencers (e.g., parents, guidance counselors, etc.), current students, lapsed students, faculty/staff, alumni, senior college, friends/key decision makers (community leaders, legislators), and general public.

21 Key Performance Indicators Financial Sustainability Achieve and maintain financial sustainability Primary Reserve Ratio FY06-FY14 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 Benchmark UMA Actual Achieve a reserve position of % 8.00% 6.00% 4.00% 2.00% 0.00% -2.00% -4.00% Net Operating Revenues Ratio FY06-FY14 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 High Benchmark UMA Actual Low Benchmark Achieve 5-year annual average net operating revenue ratio between the high & low benchmark range of 2% to 4% Source: University of Maine System, Office of Finance and Treasurer, Core Financial Ratios and Composite Financial Index, January 2015