Envisioning Our Future State STRATEGIC PLAN 2O 25 With Phase One Implementation Actions 2015-2019 L A N
STRATEGIC PLAN 2O 25 As a Seventh-day Adventist institution of higher learning, Union College has adopted the following Strategic Plan to guide its future development MISSION Inspired by faith in Jesus Christ and dedicated to a personal student-focused community, Union College empowers students for learning, service and leadership. VISION Union College will be recognized as a passionately Christ-centered community where students excel in learning, gain professional competence, and prepare to influence the future with faith, confidence and integrity. VALUES Core Values are not expressions of who we want to become, but who we are. At Union College, our beliefs serve as the soil from which our vision and mission flower. We believe... Learning is a life-long process rather than a graduation destination. We model continual learning and active exploration by uniting theory and practice and connecting the new with the familiar. Discipleship Life is best experienced by serving God, applying a biblical world-view and sharing God s love with others. We commit time and energy to developing personal relationships with God that are genuine, creative and intentional. Service is our privilege. We foster a culture of volunteerism, gladly reaching out to our local and global communities because we enjoy sharing and honor the example of servant leadership set for us by Jesus Christ. Mentoring provides support for development of the whole person. We inspire each other to achieve, believe and make wise choices. Diversity enriches campus life. We create cordiality of discourse, encourage respect for differences, promote inclusiveness, and welcome diversity among employees, students and leaders. Community We best learn and develop in the context of a local and global community. We seek opportunities to strengthen our network of alumni, employees, families, church and business friends while welcoming new collaborative connections. Stewardship Union College has been entrusted by God with stewardship of His resources. We respect our students and care for our employees while maximizing our financial and physical capital in service of our mission. 2 Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019
EDUCATION COMPETENCIES Union College graduates possess the competencies to: 1. Engage the Bible as Scripture, recognizing the significance of choosing Jesus Christ as Savior, of becoming His disciple, and valuing the mission of the Seventh-day Adventist church. 2. Engage different viewpoints and read texts in thoughtful and deliberative ways, making critical judgments and defending them reasonably using appropriate quantitative and qualitative sources of information and methods. 3. Listen actively and communicate ideas effectively through speaking and writing. 4. Examine the human, natural and aesthetic worlds, and articulate one s place in them. 5. Recognize and affirm the importance of diversity in the natural world and human society. 6. Engage in the ways of knowing, including research methods, and participate in discourse across the arts, sciences, and humanities. 7. From the perspective of a Christian worldview, reflect theologically and philosophically on significant questions about the value and meaning of life and living. 8. Live healthfully and serve as wise, humane, responsible and ethical citizens of our diverse nation and world. 9. Discern one s calling, develop traits of persistence and reliance and prepare for personal leadership. 10. Understand the professional standards of one s chosen discipline, and demonstrate its expected knowledge, skills and values. General Education By 2025, Union College students will have developed their knowledge, understanding, and abilities within a community whose culture exemplifies and communicates the great importance it places on integrity, participation in community, and the application of common sense in solving life s challenges. During this decade, Union College will: 1. Revise the general education curriculum to include skills, competencies and knowledge levels expected of graduates. 2. Develop measures to demonstrate students understanding and application of Union College s values. 3. Ensure that all graduates at the bachelor s level or higher demonstrate research or internship accomplishments appropriate to the discipline. 1. Propose the replacement of the current LEAD/general education program, 2015-16. 2. Win faculty approval of the new general education program, 2015-16. 3. Initiate the new general education program, 2016-17. Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019 3
Academic Excellence, Programs and Degrees By 2025, Union College will have completed a transformative academic process that expanded academic programs to meet the needs of students and new job markets. During this decade, Union College will: 1. Rigorously align program expansions with predicted employment opportunities and mission of the college. 2. Attain adequate enrollment by program (as identified in academic program review). 3. Implement an Academic Master Plan that realigns existing degrees or programs with addition of at least two significant new graduate and undergraduate programs that increase our market opportunity. 4. Enter into agreements that will encourage the offering of programs in cooperation with other colleges or universities. 5. Establish one or more centers of excellence in research and innovation. a. Cultivate professional, business, and personal relationships to expand opportunities for student research and internships. b. Establish at least one additional international education program for faculty and student enrichment. 6. Through AQIP Action Projects, transform the culture to emphasize quality improvement, culminating in successful reaccreditation in 2019-2020. 7. Achieve a minimum six-year graduation percentage of 65 percent. 8. Achieve and maintain the goal of terminally degreed faculty of 60-65 percent. 9. Implement ongoing faculty sabbaticals and other research opportunities. 10. Introduce new educational outcomes and objectives for student learning, including skills and competencies and expected knowledge in both general education and the graduate s major. 11. Develop a fully functioning assessment program to evaluate and improve educational outcomes. 12. Implement a faculty development program to enhance teaching and advising. 13. Define the profile of desired students for a strategic enrollment plan. 14. Continue to determine and review the college s academic online presence. This includes strengthening expertise in course design and techniques. 1. Review potential new programs, to be operated by the college itself or in partnership with other institutions, and begin implementation of two significant new programs by 2019-2020. Presidential Priority 4 Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019
2. Union College will define desired outcomes from the Adventist Education Alliance in terms of implementable support or program collaborations. 3. Develop a report for the Board defining Union College s goals in Distance Education. 4. Union will complete a review of required hours for academic degrees and reduce general education hours and courses to encourage student persistence and increase graduation rates. 5. Complete necessary AQIP projects to enhance academics and campus operations to successfully meet the requirements of reaccreditation in 2019-2020. This requires a successful systems analysis of required processes for Higher Learning Commission (HLC) due in June 2015. 6. Enter into one or more agreements that will align offerings and programs with other colleges or universities. 7. Expand professional, business, and personal relationships for research, student internships, and program expansions that align with future growth opportunities. 8. Establish one or more centers of excellence in research and innovation. Employees The commitment to a positive work environment has enabled Union College to offer quality education while maintaining a distinctive culture. By 2025, Union College will strengthen its culture and work environment. During the next decade the college will: 1. Develop employee satisfaction measures and revise policies and procedures to raise employee satisfaction. 2. Focus efforts to identify prospective employees who exhibit desired skills, attitude and aptitude for a changing educational environment. Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019 5
3. Enhance long-term employee satisfaction through addressing issues raised by employee feedback. 4. Identify and develop future leadership potential for Union College within current employees and potential external candidates as a part of succession planning. 5. Encourage further education and training of employees, realizing that their continuous learning enhances job satisfaction and student learning. 6. Identify and clarify elements of the Union College culture that will be intentionally passed on to future employees. 1. Increase annual funding for employee development by doubling the 2015-2016 budget for employee development (excluding sponsored doctoral studies). 2. Clarify expectations for job descriptions and classifications. 3. Complete a compensation and benefits review. 4. Formulate a recommendation to the Board of Trustees regarding current search process for executive positions. 5. Create a Human Resource committee to address employee and regulatory issues. 6. Add or develop methods to measure employee satisfaction. Physical Facilities, Infrastructure, Space and Accessibility In 2014, Union College completed the Krueger Center for Science and Mathematics, featuring state-ofthe-industry labs and learning technology that enabled the college to further develop its STEM (Science, Technology, Engineering and Mathematics) programs. The college realizes the need to construct additional new facilities and update current structures. Thus, by 2025, Union College will: 1. Create a Space and Facilities Advisory committee that will report to Strategic Planning and President s Council. 2. Update Facility Master Plan including: a. Create a process of facility prioritization for both new construction projects and current facilities requiring refurbishment. b. Create a facilities use plan for on- and off-campus properties to maximize operational efficiencies. 3. Create a plan to identify critical infrastructure to maintain essential operations during down time. 4. Upgrade disabled access on campus. 6 Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019
1. Update the 2006 Comprehensive Master Plan. a. Complete one significant facility project identified in Comprehensive Master Plan. b. Address refurbishment projects prioritized by the Space and Facilities Advisory committee. c. Implement plans for use of the current Jorgensen site. d. Annually update the Comprehensive Master Plan after the new plan is in place. 2. Implement a plan to identify critical infrastructure to maintain essential operations. 3. Integrate college technology to provide seamless data use and access. 4. Improve accessibility for disabled persons to all buildings. Technology Presidential Priority To ensure student learning appropriate to their functioning in the contemporary workplace, Union College will initiate technology changes by 2025: 1. Implement a fully functional and updated campus technology plan. 2. Raise Increase technology spending per FTE student to strengthen instructional technology abilities. 3. Implement accounting improvements to track and categorize technology costs. 4. Install new campus telecommunication system. 5. Expand Information Systems capabilities to align with current technology. 6. Support student access to the most appropriate technology for their field. 7. Develop infrastructure to support initiatives in online learning/education courses and programs. Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019 7
1. Create system to track and categorize technology costs. 2. Continue implementation and updating of campus-wide technology plan in conjunction with technology budget. 3. Consider and implement new voice communication system, as feasible. 4. Add new data storage capacity to keep up with technology and information change. 5. Add and/or replace main campus servers. 6. Meet all Information Systems compliance regulations. 7. Enhance hardware and software training for employees. 8. Ensure all students have access to the most appropriate technology for their field. Marketing, Branding and Visibility Union College will be a strong and recognized brand within the Seventh-day Adventist and Nebraska markets. By 2025, Union College will: 1. Increase its positive brand awareness. 2. Improve its public perception, awareness and visibility. 1. Create a marketing and branding strategy, with an implementation plan. 2. Create ways of measuring brand awareness. Financial Resources Union College will budget and achieve annual financial surpluses from 2015 through 2025. This will be done by careful control of expenses, by maximizing revenue, and by the philanthropic generosity of donors. A full integration of strategic and financial planning on an annual and long-term basis will also be completed. To achieve and maintain financial success, by 2025 Union College will: 1. Increase fall enrollment from 832 FTE students in 2014-2015 to 925 FTE by 2019-2020 and 970 by 2024-2025. 8 Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019
2. Foster a culture of philanthropy among trustees, faculty, staff and alumni, and expand the donor base to increase philanthropic support for the long-term future. This will fund future campaigns and contribute to an increase of $8-10 million in endowment accounts from the baseline established in January 2014. 3. Demonstrate careful resource management to maintain financial viability and facilitate future college growth and development. 4. Appropriate finances, time and other resources to accomplish strategic initiatives. 1. An Enrollment Task Force will address tactical operational issues (scholarships, financial aid processes, marketing messages, and transfer student evaluations) to increase enrollment, and a strategic enrollment plan will be created. Presidential Priority 2. Achieve the board-mandated operating surplus and balanced budgets. 3. Achieve cash management goals. 4. Fund startup of two new major programs that will enroll a minimum total of 40 additional FTE students. 5. Progress toward meeting North American Division benchmark requirements for financial resources such as building cash reserves. 6. Arrange funding for new and renovated facilities. 7. Work toward meeting all federal, state and church compliance policies for financial resources. Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019 9
Student Life During 2013-2014, Union College s student life leadership focused on making program and facility improvements to enhance the attractiveness of Union College as a student destination for Adventist higher education. From 2015-2025, the College will focus on increasing student satisfaction with Union College s learning environment, and enhancing student competencies in life skills for post-graduation. The college will recognize gains in student retention and graduation rates as a result of its efforts. To achieve these results, Union College will: 1. Raise student satisfaction with college life, as measured by the baseline of the 2013 National Survey of Student Engagement (NSSE), the Noel Levitz Student Satisfaction Inventory (SSI) and annual residence hall surveys. 2. Develop and implement core student life competencies. 3. Develop and assess core student life skills and competencies curriculum. 4. Raise freshman-to-sophomore retention level from the existing 70 percent to a minimum of 77 percent. 5. Increase support staff (if necessary) to meet student life/compliance requirements. 6. Design and build new recreational facility. 7. Refurbish and update residence halls. 1. Initiate remodeling of Rees Hall. 2. Initiate design and construction of new recreation facility. 3. Install and implement social media software for student and faculty communication. 4. Develop and implement a co-curricular transcript. 5. Design and implement additional support for first-generation college students. 6. Fully implement Developing the Spirit curriculum. 7. Improve peer advising to include activities for second semester. 8. Achieve a 75 percent use of the Early Alert program by faculty before midterm grades are due. Spiritual Life During 2013-2014, Union College re-evaluated its organizational culture and spiritual life for students and employees. As a result, a refocused approach-- Campus Ministries to Campus Ministering model was taken to more fully integrate spirituality as a bedrock of Union s long-term culture. By 2025, Union College will redesign spiritual life to embed it across the curriculum and student life. Given these desired results, the following benchmarks and goals will be implemented: 10 Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019
1. Design and implement a strategy of intentionality for the spiritual mission and purpose of Union College. 2. Improve measures for determining outcomes and effectiveness in transmitting spiritual mission and purpose. 3. Re-focus approach for campus ministries from a Campus Ministries model to a Campus Ministering model. 4. Strengthen leadership training for the Campus Ministering team. 5. Integrate graduate and non-traditional students into campus spiritual life. 6. Market the College View church and other Lincoln area Adventist churches to students as their potential church-home-away-from-home. 7. Assist student discovery of Lincoln area options for church and civic community involvement. 8. Provide student options to card scanning for evidence of spiritual mission by having a regular spiritual mentor who works with them through a year to grow closer to God. 9. Assist students in discovering who they are and becoming what God wants. 1. Implement the REVEAL comparative survey longitudinally for four years. 2. Implement the AQIP Spiritual Life Task Force recommendations as adopted. 3. Re-evaluate worship credit system to align with Union College s Spiritual Goals as identified in the Spiritual Life Master Plan. 4. Re-evaluate Student Missions and Task Force programs. 5. Increase spiritual mentoring involvement and training for students, faculty and staff. 6. Expand small group opportunities for spiritual development and life on campus. Union College Strategic Plan 2025, With Phase One Implementation Actions 2015-2019 11
STRATEGIC PLANNING COMMITTEE 2014 2015 Ben Holdsworth, Chair Professor of Religion Lou Ann Fredregill, Secretary Executive Assistant to the President Linda Becker, Vice President for Student Services Rich Carlson, Vice President for Spiritual Life LuAnn Davis, Vice President for Advancement Barry Forbes, Division Chair, Associate Professor of Business and Computer Science Richard Henriques, Director of Information Systems Jeff Leeper, Vice President for Finance Nadine Nelson, Vice President for Enrollment and Student Financial Services Nicole Orian, Division Chair, Associate Professor of Nursing Matt Roque, Director of Institutional Research Malcolm Russell, Vice President for Academic Administration Vinita Sauder, President Michelle Velazquez-Mesnard, Division Chair, Associate Professor of Communication 3800 South 48th Street, Lincoln, Nebraska 68506, USA ucinfo@ucollege.edu 402.486.2600 www.ucollege.edu 2015, Union College 0415v.1