Strategic Goals, Objectives, Strategies and Measures ISU s Strategic Planning Working Group 12/16/2016
ISU s Strategic Objectives (Proposed) Goal #1: Grow Enrollment Objective: Increase new degree-seeking students by 20% over the next five years. Operational Strategies Emphasize relationships with high schools faculty and advisors within ISU s service regions Use analytics to identify trends that support positive enrollment outcomes Increase faculty/potential student interaction opportunities on and off campus Communicate with managers and employees at local/regional public and private organizations to identify educational programs that would increase the potential for advancement and support professional development Provide financial opportunities utilizing scholarships and other financial aid to assist first time and lower-income students Market ISU as a low-cost alternative for a quality education to out-of-state undergraduate and graduate students Market to potential Idaho s non-traditional students the benefits of continuing on with an ISU education
1. Goal: Grow Enrollment Objective: Increase new degree-seeking students by 20% (+491 new students) over the next five years. Performance Measures 1.1 Increase degreeseeking undergraduate enrollment for AY -2022 by 17% (380) AY AY AY AY 2021 AY 2022 2% 3% 4% 4% 4% 17% Increase new undergraduate degree-seeking students by 17% from AY16 (1901) enrollment numbers 1939 1997 2077 2160 2246 2255
1. Goal: Grow Enrollment Objective: Increase new degree-seeking students by 20% (+491 new students) over the next five years. Performance Measures 1.2 Increase Graduate new degree seeking for AY -2022 by 20% (124) 2021 2022 4% 596 4% 620 4% 645 4% 670 4% 697 20% 697 Increase new degree seeking graduate students by 4% per year from AY16 (573) enrollment numbers
ISU s Strategic Objectives (Proposed) Goal #2: Strengthen Retention Objective: Improve undergraduate student retention rates by 5% by 2022. Operational Strategies Use analytics to identify trends and create an advising structure that reinforces student success and continued degree progression Utilize software and automation tools (e.g. Degree Works Student Educational Planner & Curriculum Planning Assistant) to support the students ability to track their own progress through degree progression Increase faculty awareness of their students academic progress by alerting them when a student is failing so they can work with the students to create strategies Utilize mobile-friendly exit surveys to more effectively specify a student s reason for leaving school Increase and market student support services that measurably increase retention Invest in lower-income students who continually demonstrate academic progress Develop programs that encourage students into careers Utilize campus socialization activities
2. Goal: Strengthen Retention Objective: Improve undergraduate student retention rates by 5% by 2022 Performance Measures 2.1 Fall-to-fall fulltime, firsttime bachelor degree seeking student retention rate 2021 2022 1% 1% 1% 1% 1% 5% A 5% increase in retention in Fall-tofall full-time, firsttime bachelor degree 70% 71% 72% 73% 74% 74% seeking student retention rate beginning from AY16 (68%) retention numbers (SBOE benchmark -- 80%)
ISU s Strategic Objectives (Proposed) Goal #3: Advance ISU s Identity Objective: Over the next five years, advance ISU s identity as Idaho s comprehensive university. Operational Strategies Educate internal and external communities of the benefits of ISU s offerings Identify ISU as the low-cost alternative for a quality educational experience Provide communities with a cost-benefit analysis to emphasize what ISU brings to each community Increase the go-on rate within ISU s service regions by highlighting educational alternatives to students Increase ISU s positive media presence and understanding of its capabilities
3. Goal: Advance ISU s Identity Objective: Over the next five years, advance ISU s identity as Idaho s comprehensive university. Performance Measures 2021 2022 3.1 Using a community survey, measure the increase in awareness of ISU s educational offerings and the opportunities it provides ## ## ## ## ## ## A ##% increase in the communities understanding of ISU s educational role in its service regions and the awareness of its community value. The will be established through a survey in summer of AY17 and measured annually
3. Goal: Advance ISU s Identity Objective: Over the next five years, advance ISU s identity as Idaho s comprehensive university. Performance Measures 2021 2022 3.2 Advance the public s knowledge of ISU through owned and earned media 1% 18.559b 1.5% 18.837b 2% 19.214b 2.5% 19.694b 2.75% 20.236b 10% 20.213b The annual number of ISU owned and earned media metrics based on 16 data (18.375b) (followers, engagements, circulation views and news media coverage) will increase by 10% in five years.
ISU s Strategic Objectives (Proposed) Goal #4: Foster Communication, Transparency and Inclusion Objective: Over the next three years, ISU will continue building relationships within the university, which is fundamental to the accomplishment of all other objectives. Operational Strategies Continue creating consistent opportunities to share ideas and reach a mutual understanding Emphasize operational decision making at the lowest levels Where identified, eliminate duplication of effort in business processes Use the IEAC advisory structure to continue increasing inclusiveness and providing information to students, customers, and stakeholders Use the strategic plan, guide and align academic and non-academic decision making to facilitate ISU s success
4. Goal: Foster Communication, Transparency and Inclusion Objective: Over the next three years, ISU will continue building relationships within the university, which is fundamental to the accomplishment of all other objectives. Performance Measures 4.1 ISU achieves 60% of each of its strategic objectives at the end of the assessment period. 10% 20% 60% 60% The completion of strategic goals using their AY data as benchmark.
4. Goal: Foster Communication, Transparency and Inclusion Objective: Over the next three years, ISU will continue building relationships within the university, which is fundamental to the accomplishment of all other objectives. Performance Measures AY AY AY 4.2 Internal, formal communication events between the Executive Leadership and the University Community 8 10 12 14 The number of internal communication events that the EVPP facilitates during an AY using AY 17 data as a baseline (5)
ISU s Strategic Objectives (Proposed) Goal #5: Enhance Community Partnerships Objective: By 2022, ISU will establish ## new partnerships within its service regions to support the resolution of community-oriented, real-world concerns. Operational Strategies Partnerships will encompass a broad variety of relationships including academic to academic, ISU to business, and ISU to non-profit Encourage colleges to track and promote these partnerships Increase internship/clinical opportunities with collaborators in our service areas Identify and design educational programs that provide a service to the community ISU doesn t currently partner with Work with communities that have limited services and develop opportunities to create new partnerships
5. Goal: Enhance Community Partnerships Objective: By 2022, ISU will establish (# TBD) new partnerships within its service regions to support the resolution of community-oriented, real-world concerns. Performance Measures 2021 2022 5.1 Newly established, mutually beneficial faculty relationships with community members that resolve real world issues within ISU s service regions. # # # # # # The # of new grants & Activity Insight inputs that faculty facilitate resulting in producing an an increase of # new partnerships over a five year period *this is a new indicator and is not currently measured until the end of AY17
5. Goal: Enhance Community Partnerships Objective: By 2022, ISU will establish (# TBD) new partnerships within its service regions to support the resolution of community-oriented, real-world concerns. Performance Measures 2021 2022 5.2 Number of new communities ISU provides services to within its service regions 8 8 6 5 5 32 An increase of 32 new communities ISU engages with by providing services (i.e. health services) within its service regions
5. Goal: Enhance Community Partnerships Objective: By 2022, ISU will establish (# TBD) new partnerships within its service regions to support the resolution of community-oriented, real-world concerns. Performance Measures 2021 2022 5.3 The number of new ISU/community partnerships resulting in internship/clinical opportunities for ISU students. 226 233 225 222 225 1,131 Increase the number of new community partnerships that result in internship/ clinical positions by 1,131 over a five-year period