Strategic Plan DRAFT Suggestions as of 11/7/2016

Transcription

1 Next steps: Strategic Plan DRAFT Suggestions as of 11/7/2016 *Identify specific metrics for each measure (see items in yellow) *Meet with Theme Teams to close the information loop and share how the SPT arrived at this plan, and identify any missing initiatives for years 2-5; answer questions. Feedback from theme teams will be brought back to the SPT for the November 7 th meeting. *Suggestions in blue relate to the changes the SPT made during its 11/7/2015 meeting, based on feedback from Theme Teams, CREDO, and ongoing campus discussions. Overall timeline: Plan finalized by December 2016, to the Trustees in January 2017, kick-off in February Year 1 will encompass February 2017-May 2018 (spring 2017 through spring 2018), with Year 2 beginning fall Vision Statement: Young Harris College will gain a competitive edge by weaving the liberal arts into the fabric of a 21st century education, preparing students to lead and succeed in today s rapidly-changing world. We will offer distinctive programs that infuse experiential learning into every classroom and cocurricular opportunity. Our faculty and staff will be recognized and rewarded for implementing effective practices, pedagogies, and policies that result in increased student satisfaction, enrollment, retention, and graduation rates. 1

2 Sustainable Foundations Theme Description: Young Harris will increase revenue through state-of-the-art advancement, enrollment, and marketing systems and new sources of revenue. Metrics of Success for Strategic Growth Increase in Freshmen enrollment from 350 to 500 Increase MOWR enrollment from 81 to 500 Increase Transfer enrollment from 60 to 100 Increase E-summer enrollment from 13% to 20% of fall student body Increase Freshman to Sophomore Retention from 60% to 75% Increase Sophomore to Junior Retention from XXX to XXX Increase Annual Fund from XXX to XXX Increase those contributing to Annual Fund from XXX to XXX Re-engage XXX foundations Seek out new opportunities from XXX public and private entities (Omitted the specific measures re: visitors, etc., that will be tracked in SEP) Objective Initiatives Year Owner Develop a 21 st Century Enrollment Operation * Conduct external assessment of admissions operations (w/ 30 days VP for EM Name the priorities per Nan. CREDO) *Implement top three priorities as determined by CREDO ACE assessment *Implement and use CRM (Liaison) 30 days (in progress) 30 days (train then launch) VP for EM VP for EM; Director of Marketing *Design and Implement SEP *Establish Strategic Enrollment Committee to address retention through admissions/new enrollment, and at the academic and co-curricular experiences *Create Marketing Plan that encompasses all areas of College, including Enrollment. 60 days (in development) days VP for EM VP for EM, VP for SD, VPAA 1 VP for ADV, VP for EM, Director of Marketing 2

3 Objective Initiatives Year Owner Increase Pipelines for Enrollment *Collect the data on nonretained students (phone survey) *Build the Early College program *Market the Early College Program 30 days (wrapping up) 60 days (on going) VP for EM VP for EM, Early College Director, VPAA 60 days VP for ADV, VP for EM Increase Net Tuition Revenue Increase Fundraising *Develop plans for Transfer Recruitment *Identify and develop new pipelines for enrollment *Design & Implement Strategic Financial Aid Packaging Strategy 60 days VP for EM 2-5 VP for EM 90 days VP for EM *Identify and grow major gift prospect pool *Engage in external assessment of the Advancement Office *Plan and conduct next Capital Campaign, increasing the endowment and raising scholarships *Identify and complete current campaigns (Clegg seating, athletics) *Identify, document, and grow Planned Gifts *Re-engage past foundations and seek out new opportunities from both public and private entities. 1-5 VP for ADV 1 VP for ADV 1-5 President, VP for ADV 1 VP for ADV, President 1-5 VP for ADV 1 VP for ADV 3

4 Objective Initiatives Year Owner *Increase annual fund giving 1-5 VP for ADV and participation Margin for Mission (NTR/year end balances) *Expand E-Summer Program 60 days VPAA, Registrar, SSC, VP for EM *Increase auxiliary income through rental space *Increase revenue through corporate model of BUSP Institute by reaching out to adult learners and leadership management 1 Director of Conferences and Event Services 2 VPAA, BUSP Director 4

5 Academic Identity Theme Description: Young Harris will be known for distinctive high-demand programs that sustain enrollment and produce excellent employable graduates. Metrics of Success: Increase Freshman to Sophomore Retention from 60% to 75% Increase Sophomore to Junior Retention from XXX to XXX Graduation rates Employment rates NSSE Enrollment in new programs The percentage of students participating in experiential learning opportunities will be XXX Objective Initiatives Year Owner Develop High Demand Programs Active and Collaborative Learning *Identify and make plans to implement 2 new UG academic programs: Engineering 3+2 program, and one TBD. *Research the market for one Adult Program that is Atlanta-based (per CREDO research in first half of year then market in second half.) *Investigate, propose and PILOT badges or certifications in academic programs (ie. Autism endorsement, OL badges) *Continue to add badges or certificates for both current students and adult market (as per research) *Continue to investigate and propose new academic programs that are distinctive *Map out the YHC Business Fellows Program *Design beyond the classroom experience that includes experiential learning, internships, and undergraduate research. *Formalize undergraduate research experience (co-curricular experiences, 90 days VPAA; Math/Science Division 1 VPAA 1 VPAA, Deans 2-5 VPAA, Deans 2-5 VPAA, Deans 1 VPAA, Division Deans, VP for SD 1 VP for SD, VPAA 2-5 VPAA; Division Deans 5

6 Invest in Faculty & Programs Objective Initiatives Year Owner research assistant opportunities, cocurricular transcript notation) *Identify 2 partnership opportunities and meet the criteria for a partnership *Provide faculty and staff development for experiential learning, internships, and UG research 1 VPAA, CFO 1 VPAA, CETL Increase Revenue Increase in Successful Graduates *Invest savings from efficiency studies into faculty development *Conduct Academic Effectiveness and Efficiency Study *Develop a Financial Forecasting Model for Academic course offerings *Create a better system to capture and track graduate school and employment data on alumni. *Design a system to share data on alumni and their graduate school and employment rates. 2-5 VPAA, CFO, PLC 1 VPAA, CFO 1 VPAA, CFO 1 VP for Planning, IR Director, VP for SD 1 VP for Planning, IR Director, VP for SD Note: Economic analysis initiative needs to exist for all areas and be an ongoing process. 6

7 Distinctive Student Experience Theme Description: Young Harris will be known for a distinctive integrated four year experience utilizing high-impact practices and capitalizing on relationships with outstanding faculty. Metrics of Success: Increase Freshman to Sophomore Retention from 60% to 75% Increase Sophomore to Junior Retention from XXX to XXX NSSE Student satisfaction in Insert Service from XXX to XXX Increase number of students who participate in internships from XX to XX Increase number of students who participate in UG Research from XX to XX Increase number of students who participate in experiential learning from XX to XX Objective Initiatives Year Owner Develop/Select High Impact Practices Fully Integrated Four Year Experience *Develop an Atlanta-based Internship/Study Away Program ( in BUSPP, Fine Arts, or any other academic programs) *Expand outdoor opportunities for non-majors by adding 5 new experiences *Map out a tiered career development plan from freshman to senior year *Map out a tiered student experience from freshman to senior year. *Implement a tiered career development plan from freshman to senior year. *Implement a tiered student experience from freshman to senior year *Integrate Capstone/Undergraduate Research in student experience. Work to integrate curricular and cocurricular experiences. *Pilot learning community or community of practice. 1 VPAA; Internship Coordinator 1 VP for SD 1 VP for SD 1 VP for SD 2-5 VP for SD 2-5 VP for SD 2-5 VP for SD, VPAA 2 VP for SD, Residence Life, VPAA 7

8 Objective Initiatives Year Owner Invest in HIP & Faculty/Staff Development/Create YHC Distinctiveness *Hire an Internship Coordinator and 1 VP for SD develop a robust internship program *Train faculty and staff in experiential 1 VP for SD, VPAA Improved Retention & Student Satisfaction learning, internships, and UG research *Hire a First Year Experience and Student Transitions Coordinator in order to standardize First Year Foundations experience, train faculty, staff, and students and create a first year experience (and possibly sophomore experience) program. 2 VP for SD *Increase faculty use of early alerts/starfish (100%) 1 VPAA *Review FY Foundations and undergraduate experience annually, making recommendations to enhance processes *Identify and eliminate policies/procedures that are barriers to student participation in co-curricular experiences. *Evaluate current advising structure and determine appropriate advising model based upon results. *Continue using appreciative advising model and evaluating results. 1 VP for SD, VPAA 1 VPAA, VP for SD, Registrar, Director of SSC 1 VP for SD 1 VP for SD, Director of SSC *Assess usage of co-curricular transcripts 1 VPAA, VP for SD *Utilize predictive analytics to prioritize student outreach. 2-5 VP for SD, Director of SSC, IR 8

9 Mature Organization Theme Description: Young Harris will fully invest in people, technology, and systems to provide an effective and rewarding learning and work environment through streamlined communication, adequate staffing with defined roles, workloads, and training. Metrics of Success Student satisfaction in Insert Service from XXX to XXX Employee satisfaction on Insert CQS item from XXX to XXX Objectives Initiatives Year Owner Culture of Value and Empowering Employees Maximize, Integrate, and streamline technology systems and communication *Implement campus Master Calendar 60 days VP for ADV *Implement an employee Length of 1 CFO; HR;VPAA Service recognition program *Design and begin an 1 President; VPAA awards/recognition program for faculty and staff *Design and implement Employee Wellness plan 2-5 CFO *Choose a new faculty/staff performance evaluation process *Finalize creation of academic plans (electronic degree audit) and begin testing. 1 CFO; VPAA 60 days Registrar Invest in Employees, Technology, and Training *Make a decision on renewing/changing the ERP (Integrated Software System) *Design professional develop standards for each staff unit to ensure staff are up-to-date in best practices/training. 2 CFO, VP for IT 2-5 PLC; VPs 9

10 Smooth as Butter Organization/ Effective Learning Environment *Revamp Board committees to align with 1 President strategic plan *Redesign campus committees to support 1 PLC strategic plan. Clear charge for each *Review organizational structure to 1 Pres, PLC increase efficiencies and communication. *Complete an ADA compliance audit 1 *Implement ADA priorities 2-5 *Create a culture of inclusion and accessibility through training of faculty and staff. *Revamp internal website (YHC Connect) for centralization of policies, procedures, and for improved communication. *Review roles & expectations of faculty and staff positions with the aim to improve agility and flexibility in decision making *Cross-train employees within departments for efficiency *Engage in to an internal audit of offices and resources in order to be more efficient 2-5 CFO, HR 2-5 VP for IT 2-5 PLC; Division Deans 2-5 PLC 2-5 VPs, PLC *Develop learning spaces plan(s) 2-5 VPAA, Division Deans, IT, Facilities TACTICAL Items (not strategic) that were identified in the strategic planning process these are to do but not items that are denoted as strategic: *Happy Hour for Staff (rename to social hour/community building) Mature Organization *Finalization of Emergency Preparedness Plan Mature Organization *Expand time allowed for benefits decisions Mature Organization *Annual Town Hall meetings to discussion budget and linkage to strategic planning Mature Organization 10

11 *Survey the students to determine new activities needed and add 2 per year Distinctive Student Experience *Mid level management meetings for improved communication *Seek opportunities to achieve economies of scale by partnering with other institutions. 11

12 VISION READY TO COMPETE 10/18/2016 INITIAL DRAFT: Young Harris College will offer distinctive programs that infuse experiential learning into every classroom and co-curricular opportunity. Our faculty and staff will be prepared to implement effective practices, pedagogies, and policies that increase student satisfaction and result in increased enrollment, retention and graduation rates and will be rewarded for their outstanding contributions to these efforts. The ability to weave the liberal arts into the fabric of a 21 st century education will give YHC a competitive edge in preparing students to lead and succeed in today s rapidly-changing world. REVISED VISION: Young Harris College will gain a competitive edge by weaving the liberal arts into the fabric of a 21st century education, preparing students to lead and succeed in today s rapidly-changing world. We will offer distinctive programs that infuse experiential learning into every classroom and co-curricular opportunity. Our faculty and staff will be recognized and rewarded for implementing effective practices, pedagogies, and policies that result in increased student satisfaction, enrollment, retention, and graduation rates. SUGGESTED FRAMEWORK FOR VISION: HIGH DEMAND PROGRAMS Beyond the Classroom -- Every class offered at YHC will include an experiential learning component taking students beyond the classroom (or bringing the outside world into the classroom) to apply the knowledge they are gaining in the course Co-curricular experiences will also go beyond the classroom to enhance growth, learning opportunities, critical thinking, social skills, problem solving, and more DISTINCTIVE STUDENT EXPERIENCE Tiered Student Experiences 1. Freshmen First Year Foundations & Beyond The Year of Exploration Exploring who they are as a person (Myers-Briggs, Color Chart in FYF, etc.) Exploring career options/opportunities Organized programming to expose students to wide variety of careers Immersion in outdoor activities bonding with friends, getting to know our campus/community environment Enhanced academic components & interaction with faculty faculty mentors assigned? 12

13 2. Sophomores Preparing for the larger world Drafting Internship and/or Undergraduate Research Plans Conduct workshops in which students draft their own internship and/or undergraduate research plans, to be carried out from sophomore through senior year Hold mock job interviews, resume writing workshops, etiquette dinners, dress-forsuccess seminars Work with students to make internships, research plans a reality over this and next two years 3. Juniors Reach out into the world Take Junior Class on an experiential field trip to Atlanta, Asheville, etc. on which they choose 2 of various experience options: e.g., High Museum, a symphony/concert/play, visit Federal Reserve Bank and get briefed on monetary policies, visit CDC and get briefed on their work, visit State Capitol and get briefed on politics/policy issues, visit Georgia Power/Southern Co offices and get briefed on energy issues, etc.; conclude with very nice dinner at hotel banquet hall next day on campus do reflective/discussion pieces 4. Seniors Take on the world Workshops on how to buy a house/get a mortgage, rent an apartment, how to buy a car-handle credit, understand credit report, credit cards, debt, etc., plan a wedding, understand cost of child-rearing, etc. real life management skills Prep for grad school/final job interviews lots of alumni networking opportunities/mentoring 13