Stockton University Strategic Priorities for FY 2016

Transcription

1 Office of the President 101 Vera King Farris Drive Galloway, NJ Stockton University Strategic Priorities for FY 2016 Stockton University s institutional priorities represent a summary of the key initiatives developed by the President and Executive Cabinet. The intent of this document is to provide a clear sense of institutional purpose and direction as well as to maintain alignment between the University s operating divisions and its institutional LEGS themes, perspectives, and objectives as captured in the Stockton strategy map. Stockton remains committed to its mission of excellence in teaching, commitment to scholarship, and devotion to service. The priorities and objectives contained in this document affirm the University s pledge to sustain an interdisciplinary approach to learning that will provide students with a high-quality, diverse educational experience. Cabinet members will provide periodic updates on their specific objectives and these updates will be maintained by the Chief Planning Office to ensure the University s strategic efforts remain consistent, relevant, and sustainable. Strategic Priorities: goals the University will pursue over the long-term; have a specific focus, but are considered ongoing do not necessarily have an endpoint, timeline, or measurement component. ectives: actions taken by a particular division or unit which directly support the University s strategic priorities; these actions have more defined chronological parameters, typically from 1-3 years. Metrics: detailed qualitative or quantitative measurements that specify an objective s success or efficiency; although this document does not include metrics, end-of-year reports will provide appropriate updates. 1 P a g e

2 Strategic Priority #1: Advance the University s mission of excellence in teaching, support for scholarship, and dedication to service. 1.1 Successfully reappoint and appoint current and new Trustees. Office of the President Learning IP1 1.2 Review and revise the University mission statement to ensure that it continues to embody the institution s core values and vision for the future (through the Office of the President Learning S2 Shared Governance Task Force). 1.3 Develop recommendations for strengthening shared governance (through the Shared Governance Task Office of the President Learning S2 Force). 1.4 Support the University s Taskforce on Atlantic City Initiatives as it: (1) develops proposals regarding fiscally responsible academic opportunities in Atlantic City; (2) reaffirms Stockton s institutional values and its commitment to serving constituents in a diverse, urban environment; and (3) develops a strategy for Office of the President Learning S2 communicating decisions with all of Stockton s constituents, including students, alumni, faculty, staff, administrators, the community at large and other University supporters. 1.5 Ensure all school programs and units use assessment of integrative learning and affective outcomes to VP Academic Affairs Learning IP1 support and monitor student learning. 1.6 Launch first cohort of interdisciplinary LEAD doctoral program and recruit diverse faculty outside the VP Academic Affairs Learning S1 University s School of Education. 1.7 Develop and implement expanded graduate offerings including health care administration/management. VP Academic Affairs Learning S1 1.8 Engage University divisions in increasing student VP Academic Affairs retention and graduation rates. IP1 1.9 Conduct educational and social programs linked to the VP Academic Affairs Essential Learning Outcomes initiative. S Launch a comprehensive Women s Center. S Generate new approaches to attracting, retaining, and graduating students. S Initiate action plan to develop a Sophomore Year Experience program. S Implement a Men of Color retention initiative. S Further develop EOF program and expand opportunities to enroll, persist, and graduate students from disadvantaged backgrounds. S3 2 P a g e

3 Strategic Priority #2: Develop the academic, administrative, and financial resources that support the University s aspiration to be the premier regional educational institution. 2.1 Initiate first phase of main campus facilities expansion (Academic Quad). VP Admin & Finance Learning S1 2.2 Reform study-abroad program by adding features to deepen student learning outcomes (portfolios, etc.) VP Academic Affairs Learning IP2 2.3 Revise mission and administrative structure of the School of Graduate Studies & Continuing Education. VP Academic Affairs Learning IP1 2.4 Develop space management vision and procedures VP Academic Affairs through Space Management Committee (SMC). VP Admin & Finance Learning IP1 2.5 Recommend a structure to achieve campus buy-in for VP Academic Affairs a more consistent experiential learning process. S5 2.6 Broaden visibility, reputation, and utilization of the Chief University University and its resources to external constituents. Relations Officer S3 2.7 VP Admin & Finance Continue to implement a food voucher program for students in need. Chief Development Officer IP1 2.8 Develop return-on-investment measure for University Chief University marketing campaigns. Relations Officer IP1 2.9 Initiate plan to grow repeatable annual giving by 5%. Chief Development Officer RS Grow major/principal gift program. Chief Development Officer RS Effectively introduce the Mayflower Society to recognize and encourage planned giving. Develop a comprehensive proposal to incorporate Alumni throughout the institution. Align philanthropic campaign planning with institutional strategic planning. Continue program partnerships involving current students such as fundraising, ambassador program, and student-to-alumni bridge program. Secure alternative housing locations for overflow residential students. Make progress toward providing students with quality student-life facilities: additional on-campus residences, field house, larger veterans lounge, and new childcare center. Generate new approaches to attracting diverse faculty and staff to the University. Broaden scope of the critical value of inclusion and equity to the Stockton Community, including National Coalition Building Institute, diversity and inclusion programs. Coordinate University s efforts with the Stockton Aviation Research Technology Park and the Hughes Center/Polling Institute. Collaborate on the University s master plan and make improvements on infrastructure and facilities. Chief Development Officer RS3 Chief Development Officer RS3 Chief Development Officer RS3 Chief Development Officer IP1 S5 S5 Chief Officer for Institutional Diversity Chief University Relations Officer VP Admin & Finance Chief Planning Officer Global Global Sustainability ER3 S7 S7 S8 3 P a g e

4 Strategic Priority #3: Continue the University s strategic planning process, in accordance with Middle States recommendations, and which adheres to a process that is integrative, collaborative, transparent, and sustainable Integrate the Strategic Enrollment Management Plan with the University s strategic planning process and marketing efforts. Utilize the University s tuition discounting program in a more efficient and effective manner. Assess programs using Council for the Advancement of Standards criteria to ensure alignment with planning efforts. Develop procedures to guide the establishment, maintenance, and closing of centers and institutes to ensure they are mission-driven, have and maintain adequate resources, and have transparent organizational and governance structure. Complete working draft of Periodic Review Report by June Conduct stakeholder interviews, surveys, & focus groups to identify and categorize key strategic issues. Learning IP1 Learning IP1 Learning IP1 VP Academic Affairs Learning IP1 VP Academic Affairs IP1 Chief Planning Officer IP1 3.7 Report key strategic issues to University community. Chief Planning Officer IP Integrate collaborative sources and prepare draft of strategic agenda by June Coordinate formation of key performance indicators for each leadership unit. Prepare and finalize the University s Affirmative Action Plan by April Chief Planning Officer IP1 Chief Planning Officer IP1 Chief Officer for Institutional Diversity IP1 4 P a g e

5 Strategic Priority #4: Improve and expand the University s internal operational efficiencies Revise academic reporting process, including effectiveness of annual report template. Develop process/procedure for selecting commencement speakers. Develop cost avoidance initiatives that would achieve savings through operational efficiencies, procurement opportunities, and resource planning. Manage Auxiliary Units for operational efficiencies to support strategic priorities. Continue to develop instructional videos for students to learn how to engage programs and services. Continue to expand and develop the use of Blackboard in the delivery of co-curricular student affairs workshops and services. Enhance Board of Trustees website, review alternate methods of electronic communication with BOT. Review and update Board of Trustees bylaws, recommend updates based on best practices. Upgrade electronic classrooms, labs, & network equipment based on 5-year replacement cycle. Implement Higher Education Technology Infrastructure (HETI) and Higher Education Equipment Leasing Fund (ELF) bond projects. Implement improved (cloud-based) backup and disaster recovery strategies. Expand the use and training of electronic forms and online processes. VP Academic Affairs Learning ER1 VP Academic Affairs Chief of Staff Learning IP1 VP Admin & Finance Learning IP1 VP Admin & Finance Learning IP1 Learning S1 Learning S1 Chief of Staff Learning IP1 Chief of Staff Learning IP1 Chief Information Officer Learning RS3 Chief Information Officer Learning RS3 Chief Information Officer Learning RS3 VP Admin & Finance Sustainability RS4 5 P a g e

6 Stockton University s Strategy Map Students, Faculty & Stakeholders Internal Processes Employee Readiness Learning S1: Deliver high valueadded learning experiences & promote scholarly activity S2: Promote liberal arts ideals to develop lifelong learners s S3: Establish Stockton as an integral part of the identity of students, faculty, staff, alumni, and community S4: Prepare students for active citizenship roles S5: Create reinforcing intellectual and cocurricular experiences Global S6: Develop a globally diverse Stockton community S7: Enhance Stockton s capacity to participate globally Sustainability S8: Increase sustainable infrastructure S9: Enhance sustainability education and research S10: Increase recognition as a model of sustainability S11: Partner to promote global sustainability IP1: Strengthen internal process to support learning, engagement, global perspectives, & sustainability IP2: Integrate global program efforts among multiple units of the University IP3: Prioritize sustainability in plant operations and residential life IP4: Promote sustainability across the curriculum IP5: Develop and implement sustainability programs ER1: Develop faculty & staff skills to support learning, engagement, global perspectives, & sustainability ER2: Reward scholarly applications ER3: Foster an interactive environment among students, faculty, staff, and community ER4: Increase opportunities for interaction between internal and external communities ER5: Strengthen opportunities for global interaction among the Stockton community RS1: Establish additional revenue sources ER6: Reward sustainable practices Resource Stewardship RS2: Reduce expenses RS3: Align resources to support the strategic plan RS4: Seek efficiencies through sustainable practices 6 P a g e