Purchase College Strategic Plan 2004-2009
Introduction
Over the last two years a committee of faculty, students, staff and administrators has participated in the development of the 2004-2009 Purchase College Strategic Plan. The process began with a review of the Middle States Reaccredidation report, and of the best practices in strategic planning for higher education. The committee led the campus community in a grass-roots evaluation of the strengths, weaknesses, opportunities and threats (SWOT) facing the College. The Middle States recommendations and the SWOT analyses formed the core of the goals, objectives, and action plans contained in this document. Weekly meetings have been held throughout, along with open forums and strategic planning retreats, while communication with the College Senate and other standing committees has been established. The results of this process are contained within this document.
Executive Summary
The de-facto icon of Purchase College is the Henry Moore sculpture “Large Two Forms,” which might represent Art and Knowledge – each wholly formed, yet inseparable and more powerful in their embrace.
In his 2003 inaugural address, President Thomas J. Schwarz noted that the founding principles of Purchase College date back to the 1948 United Nations Universal Declaration of Human Rights statement that "Everyone has the right to freely participate in the cultural life of the community," with the arts being a core component of cultural life shared by all nations and peoples. The underlying concept that the arts engender free societies was a theme repeated by John F. Kennedy 15 years later, and again by Governor Nelson Rockefeller at the 1969 groundbreaking ceremony for Purchase College. President Michael Hammond described Purchase as a college where artists and liberal artists work together to pursue the common ground between art and knowledge. Each of the subsequent Presidents of the College has echoed this theme. Governor Rockefeller, as a lifelong patron of the arts and a local resident, envisioned Purchase College as the main SUNY campus for professional training in the visual and performing arts with high-quality liberal arts programs. The original master plan included both the Neuberger Museum of Art and The Performing Arts Center, the two central pillars of our cultural mission that extend the arts to the larger community through public exhibitions and performances.
As a public institution, the second major component of our mission is to provide access to higher education, serving as a "gateway to opportunity" for first generation college students, those from lower income backgrounds, and those who started their education at community colleges. The College seeks and supports students of exceptional talent and aptitude, with selectivity and achievement measures rising each year. During the course of the last 30 years, over 12,000 individuals have passed through this gateway, and had their lives enriched by Purchase College. They are now major contributors to the visual and performing arts, education, science, and business. Our graduates include Oscar, Emmy, and Tony award winners, leading research scientists, CEO’s of international corporations and MacArthur Genius Award winners, as well as prominent journalists, academics, and teachers.
Our arts conservatories and liberal arts programs have become more selective and steadily built their reputations. The integration of liberal arts and arts curricula remains a challenge. The inherent difficulties in providing access to the conservatory arts courses for liberal arts students is an issue the College continues to grapple with, more successfully as time goes by. Many liberal arts students who are drawn to Purchase by the arts become frustrated by a lack of access to arts courses for non-majors. There have also been difficulties providing a coherent and relevant program of liberal arts courses for arts students.
Low retention is a problem that is difficult to address directly and that adversely impacts the College and its image in many ways. Although the underlying causes of low retention are difficult to identify, nearly all of the goals, objectives and action plans in this document seek to improve retention by addressing what appear to be its root causes.
The College needs to promote the value of a liberal arts education more effectively to ensure that student expectations are aligned with our programs, which will reduce attrition directly caused by program availability. Advising is another concern, and the College is actively taking steps to improve advising resources, tools and coordination.
Since 1997 the College has made a concerted effort to develop new academic programs that bridge the Arts and the Liberal Arts such as New Media, Cinema Studies, Creative Writing, and Dramatic Writing. Simultaneously, other efforts focused on bringing in high school students, community college students, and underrepresented minorities to the College have also been highly successful.
Purchase is committed to significantly increasing student, faculty and staff engagement in the life of the College, enhancing the co-curricular experience, and building a stronger sense of community. The College will also expand service learning and civic engagement opportunities for students. We will improve coordination and communication of campus and community activities and events, and expand relevant intellectual and cultural events to increase the participation and engagement of students, alumni, and the community. We must also invest in improving our physical plant, building our technology infrastructure, and increasing administrative efficiency and services.
Over the last decade our task has been complicated by the steady erosion in state support for higher education, continuously changing state funding formulas, and an increasing number of unfunded mandates. As state support declines we have become increasingly reliant on local fees and entrepreneurial activities to make ends meet in the face of annual budget reductions. We are fortunate to have an active and effective External Affairs and Development operation that has been highly successful in fundraising, developing grants, and securing appropriations for the College. Their success has helped to diminish the impact of annual cuts in our operational budget. One of the greatest challenges over the coming period will be to devise the right mix of state support, fees, and entrepreneurial activities that will provide the funding required to support the achievement of the goals and objectives contained in this plan.
The College has been increasingly successful in fulfilling the original vision expressed by Governor Rockefeller and President Hammond. As the current custodians of this institutional legacy, we reaffirm that the driving principles of Purchase College are our belief in the centrality of a shared experience of the arts and liberal arts, and our commitment to providing a “gateway to opportunity.” The individual strengths of our academic programs -- and the diversity of programs -- provide a unique educational opportunity that is ideally suited to fulfillment of the founder's vision for the College. In concluding his recent inaugural address, President Thomas J. Schwarz challenged the College to become "the best public Arts and Liberal Arts College in the nation" over the next 10 years. It is our hope that this Strategic Plan will assist the College in meeting this challenge.
2002-2004 Strategic Planning Committee
Graham Ashton Music 2002-2004 (Chair)
Linda Bastone Natural and Social Sciences 2003-2004 (Chair)
Joe Ferry Music 2003-2004 (Chair)
Thomas J. Schwarz President
Gary Waller Provost
Margaret Sullivan VP External Affairs and Development
Ron Herron VP Student Affairs
Rebecca Albrecht Library 2002-2004
Deb Amory Social Science 2002-2003
Hilary Blackman Alumni 2002-2003
Rich Bova Facilities 2002-2003
Carol Bankerd Art + Design 2003-2004
Anne Bradner Neuberger Museum of Art 2003-2004
Linda Champanier External Affairs 2002-2004
Ronen Codor Student 2003-2004
Richard Cook Dance 2003-2004
Dan Deacon Student 2003-2004
Jason Decremer Humanities 2002-2003
John Delate Office of Residence and Campus Life 2002-2004
Shaun Fletcher Liberal Studies and Continuing Education 2003-2004
Bill Junor Computing and Information Services 2002-2004 (Secretary)
Lori Kendall Natural and Social Science 2002-2003
James Knight Theatre Arts & Film 2002-2003
Larry Kornfeld Theatre Arts & Film 2003-2004
Ravi Lambert Student 2003-2004
Elise Lemire Humanities 2002-2003
Vito Liberatore Facilities 2003-2004
Pete Macaluso University Police 2003-2004
Glen Parker Purchase Student Government President 2003-2004
Hal Phillips Student 2003-2004
Tiffany Rea Student 2002-2003
John Regan Student 2002-2003
Camille Spaccavento Performing Arts Center 2004-2004
Sue Steimel Alumni 2002-2003
Strategic Planning Goals
The 2004-2009 Purchase College Strategic Plan contains six goals:
A. Strengthen academic programs and academic support structures.
B. Promote and sustain an engaged and diverse College community.
C. Improve the condition of campus buildings, grounds, and health and safety services.
D. Increase the College's visibility, and enhance external relations.
E. Create and sustain participatory, transparent, and efficient administration and governance structures.
F. Increase entrepreneurial initiatives and fundraising to support strategic planning goals.
The six goals are driven by the College's mission, and are also driven by other factors such as the need to improve retention among students -- and among our highly qualified and dedicated faculty and staff -- many of whom have absorbed increasing responsibilities as the College has grown, and by the need to become more self-sufficient and entrepreneurial.
Each of the six Goals contains a series of prioritized Objectives that should be met in order to reach that Goal. Each Objective in turn is supported by a set of specific "Action Plans" for meeting that objective. Each Action Plan specifies one step required for achievement of the objective, the parties responsible, the resources required, desired outcomes, performance indicators, and a timeframe for implementation of that action. Purchase College is a large and complex organization, and there is often substantial overlap in responsibility for particular actions. The actions have also been categorized by purpose (e.g., "Recruitment", "Advising", "Retention", etc.) The Strategic Planning Committee recognizes that specific Action Plans will continue to evolve over time and as conditions change.
Goal A: Strengthen academic programs and academic support structures.
As the core institutional mission, strengthening and enhancing our academic programs and services comes as the first priority to meet the challenge of becoming the best public Arts and Liberal Arts College in the nation. We will continue external review and reaccredidation for each program and board of study, a process that has been underway for the last two years. This process will also inform and drive the second SUNY Mission Review process in 2004-05, intended to identify the distinctive mission for each of the 64 campuses.
This goal contains actions to address academic integrity issues identified by the 2002 Middle States Review Team, and to strengthen the integrity of the College's senior project requirement. It also contains actions to improve general education and outcomes assessment, and to identify and ensure the core competencies and literacies of a Purchase graduate.
Improving our programs requires a thorough understanding of their operation, and there is an action plan to accurately quantify the overall cost of each program in a standardized format. The Strategic Planning Committee will work closely with the administration and the faculty to identify and determine the appropriate criteria for program evaluation. SUNY funding is based on the total number of students, and is only partially differentiated by the actual costs of running each of the diverse academic programs. Once the cost and value of each program are understood, specific and appropriate budgetary allocations should occur to ensure the programs' integrity and quality.
While many of our arts programs are highly competitive and selective, they do not rely on the standard SUNY benchmarks of SAT scores and high school averages. Therefore, this goal also calls for the College to substantiate selectivity within the arts programs to SUNY's satisfaction. With increasing emphasis on selectivity and graduation rates, this will be a critical component of the next SUNY Mission Review and its resulting funding formula revisions.
This goal also contains action plans to increase collaboration with Community Colleges, drawing more of their students, and to develop other cross-institutional and international programs. There are also actions that will re-invigorate the Liberal Studies and Continuing Education program.
To fulfill President Hammond's vision of scholars as active participants pursuing a high level of amateur involvement in the Arts there are actions to communicate and coordinate access to arts courses for non-majors, and to create additional course opportunities for non-majors. Conversely, improved coordination, communication and additional sections are intended to improve access to a coherent and relevant program of liberal arts courses for arts students. By increasing support for faculty scholarship, performances and exhibitions throughout the area, the College will enhance its reputation as an intellectual and cultural resource for the community.
This goal also contains actions to enhance academic support services, including the Library, the Advising Center, the Learning Center, Career Development, and academic technology facilities and services.
Goal B: Promote and sustain an engaged and diverse College community.
Promoting and sustaining a diverse and engaged college community will improve our retention and graduation rates, enhance our academic programs, enrich our cultural environment, and strengthen the bond between the College and those who pass through this gateway to opportunity.
This goal calls for the continued development of the recently created Student Center, and enhancement of the ties between the College and its student government. We will strengthen orientation, commuter, and residential programs to encourage greater student participation in activities, clubs and organizations.
Supporting participation in the Arts, this goal envisions advisory structures and service opportunities that will involve students and the community in cultural events at the Neuberger Museum and the Performing Arts Center, and for internships at these two cultural institutions. This goal also seeks to create mentoring, service learning, and civic engagement opportunities for students to encourage broader participation and involvement beyond the College.
Our student body is economically and culturally diverse, highly qualified and dedicated, growing steadily, and increasingly selective. Despite the fiscal constraints of the recent past, the legacy of Purchase College has also drawn an eclectic group of highly dedicated and highly qualified faculty and staff, many of whom have shouldered additional responsibilities to support the growth of the College in the last few years. To improve morale and employee retention, there are actions to address the lack of campus housing for faculty and staff, and to pursue salary enhancement efforts at a local level.
This goal contains actions to increase faculty involvement beyond the classroom through Learning Communities and advisors in residence. There are also actions to increase mentoring and internship opportunities within the College and among the bridge programs established at community colleges and high schools.
This goal also contains actions to strengthen and support the Educational Opportunity and Multicultural Access Programs, two highly successful programs that epitomize the "gateway to opportunity" for underrepresented and first-generation college students, and which have the highest retention rates within SUNY.
This goal also calls for the College to increase availability and promotion of services and facilities to alumni, and to increase alumni involvement in the College by providing cultural activities, lectures, performances and exhibitions, and mentoring opportunities for current students.
Goal C: Improve the condition of campus buildings, grounds, and health and safety services.
Thirty years of wear and tear, declining operational budgets, and deferred maintenance have conspired to create significant problems in facilities and infrastructure. To address these needs, the College must vigorously pursue capital funding for projects that improve and expand campus housing, and address deferred maintenance issues that threaten the viability of our buildings, academic programming space, and campus housing. The goal also includes actions to restore adequate operational budgets for facilities maintenance and for University Police.
In an era of orange alerts at a public institution with substantial community attendance at cultural events, the goal also calls for steps to reduce turnover among University Police officers, and to increase the numbers of police officers. Other measures are designed to improve health and safety, and to reduce regulatory liability through restoration of the full line for our Health and Safety Officer, and of the operational budget for that unit. The College's recent experience with the EPA consultant illustrates the importance and urgency of properly addressing these needs.
In November 2003 the College broke ground on a new Academic Support Services building, scheduled for completion in two years. This facility will provide one-stop access to services for students, improve administrative service, enable shared support operations and increased efficiency. Administrative offices currently located throughout the campus will be relocated to this new building. Following the relocation of administrative offices in Humanities, these vacated spaces will be rehabilitated and returned to instructional purposes. A new entrance is also planned for the Library, facing the new Academic Support Services building, creating a pleasing and functional “front entrance” the campus has long been missing.
Planning for a new 300-bed residential facility, with retail outlets, is already underway, and there are future plans to expand campus housing to support enrollment and demand.
Goal D: Increase the College's visibility, and enhance external relations.
Further improvements in the quality of our programs, student selectivity, persistence to graduation, and the diversity of the community depend to a large extent on our ability to market our programs effectively to the appropriate target populations. This goal calls for development of an institutional image and branding, an economic impact report, a new Marketing Plan, and targeted recruiting plans. It is critical that the College promote the value of a liberal arts education, and better inform prospective students of the specific programs the College does and does not offer.
Separate marketing efforts will target participants in the Regional Partnership of Colleges and Schools, Great Potential program, as well as transfer students, out of state students, and international students.
Community-based programs for theatre, orchestra, and other activities will be initiated. Campus visitors attending cultural events, exhibitions and performances will be targeted by other efforts to inform visitors of the wide array of activities occurring on campus.
Goal E: Create and sustain participatory, accountable, and efficient administration and governance.
In recent years the College has taken important steps toward increasing participation, accountability and effectiveness, and toward stronger ties between planning and budgeting. The College will improve coordination, implementation, and evaluation of planning activities, administrative structures, and communication within the campus community, and will improve administrative efficiency and responsiveness, customer service, financial planning, and information security.
The plan seeks to ensure an efficient, transparent budget process that links budget planning to strategic planning through joint meetings, status reports, and annual reports. Some of these efforts are well underway. There are also actions to clarify, formalize, and strengthen the links between the administration, the College Senate, and other standing committees. An active and involved governance structure, the College Senate, has begun to emerge over the last year, and must be carefully nurtured to ensure continuous engagement across the campus community. This goal calls for fully implementing the College Senate bylaws, and a concerted effort to communicate Senate activities throughout the community, securing greater involvement and input.
This goal calls for a review of existing administrative structures to identify opportunities for improving efficiency. There are actions for improvements in business processes through automation. Improving administrative efficiency also requires a thorough understanding of operations, procedures, and workflow, and there are actions to accurately quantify the overall cost and value of each operation in a standardized format. Once the costs of each operation are understood, specific and appropriate budgetary allocations should occur.
This goal also contains actions to provide ubiquitous network access, and to improve the pervasiveness and reliability of technology services provided to faculty, staff and students. More administrative services will be provided online through the Internet. More professional development training will be conducted in customer service, supervisory skills, technology and security, and regulatory compliance to increase employee skills, improve efficiency, and implement best practices.
This goal includes improvements in communication about events and activities, improved coordination of space utilization, and creation of an electronic archive for forms, policies, procedures and other documentation. The College will pursue further integration of administrative systems, and work to provide appropriate financial management systems. Institutional Research operations will be enhanced to support data-driven decision processes to inform institutional directions.
Improving the security and reliability of administrative computing systems and networks is another key objective. With the increasing number of cyber-threats and regulatory statutes, this goal contains actions to add an Information Security Officer, and to continually review and improve disaster recovery planning. As the campus becomes increasingly reliant on computerized systems that support its academic programs and administrative operations, there are also actions to increase the number of technology support staff to ensure that technology services are responsive to needs, meet expectations, and keep pace with our growing dependence on technology throughout the College.
Goal F: Institutionalize Entrepreneurial Initiatives and Fundraising to support Strategic Goals
For 2003-04, only 39% of our total revenues are derived from tax dollar support, while 61% come from tuition and fees, fundraising, and entrepreneurial activities. Purchase -- like most Public Colleges -- has become "State-assisted" rather than "State-supported." Given the financial constraints faced by New York State in recent years, and the uncertainties of the national and state economic outlook, one of the greatest challenges will be funding the pursuit of the strategic goals and objectives contained in this plan. Our challenge will be to devise the right mix of state support, fees, and entrepreneurial activities to support the achievement of our goals. Protecting access by limiting growth in student fees requires the College to become more entrepreneurial in ways that enhance our mission. This goal is not intended to provide revenue equal to the expenses incurred by the other goals, but rather to support those expenses to the maximum extent possible while protecting access by institutionalizing an entrepreneurial and revenue-generating mindset throughout the College.
Centralization and coordination of rental activities among college units will maximize revenue while reducing conflicts and improving planning and support services. Other actions include marketing the services and facilities available at the College, including the new residential facilities suitable for summer conference housing. The College will also explore appropriate land-use proposals consistent with our mission, as well as additional fees where appropriate.
An External Affairs Development Officer has been appointed to increase and coordinate approaches to foundations and corporations, and efforts to secure grants and appropriations will be redoubled. Planned giving through bequests, charitable gift annuities or trusts offers great potential for large gifts to build the College’s endowment. Focus on soliciting planned gifts and on recognition for planned giving donors will increase. More attention and effort will also be directed to improving alumni affairs, both as emerging donors and as an underutilized resource for recruiting and mentoring, and as a source of -- and audience for --intellectual and cultural events sponsored by the College.
Alumni connections to the academic programs are strong, and the deans and directors will play an increasingly critical role in fundraising.
Implementation and Evaluation Plan:
It is clear that the College's greatest challenge will be funding the pursuit of the strategic goals and objectives contained in this plan. The financial constraints faced by New York State make it highly unlikely that our State funding will increase enough to support these goals. Making a state agency entrepreneurial and revenue-generating is not a change that is easily scripted. With the evolving SUNY process of Mission Review and its funding formulas scheduled for review this coming spring, the College must find ways to work that process to its advantage by improving selectivity, retention, and outcomes assessment to maximize state support. The College must also carefully market the use of its facilities and services to the wider community in ways consistent with the College's mission.
Many of these objectives can only be achieved through substantial capital project funding from the State University Construction Fund (SUCF) and from the Dormitory Authority of the State of New York (DASNY). Fortunately, SUCF has geared its 2004-2009 Five Year Capital Plan to rehabilitation and maintenance of SUNY facilities, which coincides with the types of projects Purchase College is requesting. The College has been notified that an additional $31 million will be available for these Capital and Minor Rehab projects under the coming five-year Capital Plan.
The Strategic Planning Committee will work closely with the Budget Committee, the College Senate, the President, and other senior executives to ensure that these strategic planning goals are widely communicated, and that they are incorporated into budgetary planning processes. However, with over 95% of the College's budget essentially fixed due to personnel, utilities, and other non-negotiable expenses, the College has limited discretion within its existing budget to pursue substantive new initiatives. Within individual College units, discretion is further limited by the practice of centralizing vacant lines and savings that are created.
Over the past five years there has been tremendous pressure on supplies and equipment budgets as repeated across-the-board cuts have been absorbed in these areas. Many of our existing budget allocations are historical artifacts, compounded by years of cuts, and make little rational sense in the context of a particular unit's mission or responsibilities. Moving toward zero-based budgeting (defining a unit's allocation based on its responsibilities) will be an evolutionary process that occurs over a period of many years, and one that is necessary to ensure the integrity and quality of each academic program or administrative unit.
Many of the proposed revenue-generating initiatives will take some time to implement. In most cases, it is too early to estimate the amount of additional revenue we might expect from these efforts, and some may not be predictable until several years' time elapses. As the College develops new revenue streams or realizes savings, funds should be directed toward achieving the goals contained in this Strategic Plan. Individual managers should work toward Strategic Plan goals within their existing resources, and many already are. On a college-wide and an individual unit level, planning and budgeting exercises should support and further the goals and objectives in this Strategic Plan.
Each action step specifies the responsible parties, desired outcomes, performance indicators, timeline, and estimates the resources required for implementation of that action. The Strategic Planning Committee recognizes that specific Action Plans will continue to evolve over time and as conditions change. While these goals, objectives and actions benefited from broad grass-roots input, as the responsible individuals, unit managers will determine how the actions and objectives are ultimately executed.
The Strategic Planning Committee will request formal reports from responsible units on a semi-annual basis. The Committee will continue to meet regularly to monitor and evaluate progress and to make appropriate adjustments to the plan as conditions change. The Strategic Planning Committee will communicate these progress reports and planning adjustments to the campus community.
Action Plans
Specific actions that support each of the Objectives summarized above can be found in the Appendix. The actions have also been categorized by purpose (i.e. "Recruitment", "Advising", "Retention", etc.), and have been placed in a database on the Strategic Planning Committee Website to simplify analysis and reporting -- they can be accessed at /committees/strategicplanning.
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Strategic Plan Goals and Objectives
Goal A: Strengthen academic programs and academic support structures.
Objective (Priority)
A.1 Evaluate and enhance all academic programs and administrative structures (2)
A.2 Reinvigorate Liberal Studies and Continuing Education (1)
A.3 Establish stronger links between PAC and Neuberger and the academic programs (1)
A.4 Ensure access to classes for Arts and LAS students (1)
A.5 Strengthen the Purchase College Library (2)
A.6 Reaffirm the commitment to a coherent and relevant General Education program (2)
A.7 Increase student utilization of and satisfaction with academic advising and referral services (1)
A.8 Increase student utilization of and satisfaction with Career Development (2)
A.9 Increase student utilization of and satisfaction with the Learning Center (2)
A.10 Support Academic Programs by strengthening academic technology services (2)
Goal B: Promote and sustain an engaged and diverse college community.
Objective (Priority)
B.1 Evaluate and enhance administrative structures and programs within Student Affairs (2)
B.2 Improve student sense of engagement with and belonging to the College community (1)
B.3 Improve communication between students and administration (2)
B.4 Implement and assess strategies that are designed to retain a diverse student body (2)
B.5 Encourage and promote respect for physical environment of campus (2)
B.6 Implement and assess strategies that are designed to recruit and retain a diverse workforce (2)
B.7 Enhance faculty and staff salary levels (2)
B.8 Create opportunities for expanded presence of faculty and staff to live on campus (2)
B.9 Establish mechanisms to celebrate achievements and honor contributions of faculty, staff,
and students (2)
B.10 Reaffirm and broadly communicate the role of athletics at Purchase College (2)
B.11 Increase the involvement of alumni in the life of the campus (2)
B.12 Insure off-campus transportation options meet the needs of the campus population (3)
B.13 Expand retail opportunities on campus (2)
Goal C: Improve the condition of campus buildings and grounds, and of health and safety services.
Objective (Priority)
C.1 Properly maintain buildings and address deferred maintenance for buildings and grounds (1)
C.2 Address health and safety concerns (1)
C.3 Create a user-friendly campus (beautification, signage, etc.) (3)
C.4 Improve energy efficiency and recycling, and promote a green campus (2)
C.5 Reexamine space and building usage and allocation (3)
C.6 Pursue capital projects to rehabilitate and add space to support programs and campus activities (1)
Goal D: Increase the College's visibility and enhance external relations.
Objective (Priority)
D.1 Develop and implement a new Marketing Plan for recruitment and enrollment (2)
D.2 Promote image of Purchase College and its programs to defined market segments (2)
D.3 Increase enrollment and recruitment of specific student cohorts (1)
D.4 Use website effectively for competitive recruitment and promotion (1)
D.5 Improve signage for Purchase College, PAC and NMA (3)
D.6 Enhance community awareness of Purchase College instructional programs, cultural
resource mission of the Neuberger Museum and Performing Arts Center, public service mission
of the Partnership (2)
Goal E: Create and sustain participatory, accountable and efficient administration and governance.
Objective: (Priority)
E.1 Monitor development, implementation and evaluation of plans to ensure desired outcomes (1)
E.2 Increase administrative efficiency and improve service, communication, and effectiveness (1)
E.3 Strengthen and improve Institutional Research function to enable data-driven decision making (2)
E.4 Ensure accountability for campus administration (3)
E.5 Ensure professional growth of faculty and staff (2)
E.6 Improve communication throughout campus (2)
E.7 Implement sound budget planning and fiscal management (1)
E.8 Continue strengthening and developing governance structures and procedures (2)
E.9: Improve security and reliability of computerized systems (1)
Goal F: Institutionalize entrepreneurial initiatives and fundraising to support strategic goals.
Objective: (Priority)
F.1 Pursue revenue generating initiatives compatible with the College's mission (1)
F.2 Develop and implement entrepreneurial revenue-generating Liberal Studies and CE programs (2)
F.3 Increase retained income through improved retention and graduation rates (2)
F.4 Increase fundraising responsibility at divisional level (2)
F.5 Increase collaboration and coordination with the Neuberger Museum of Art, the
Performing Arts Center, and Partnership to maximize funding opportunities (2)
F.6 Increase giving, grants and appropriations from community, alumni, corporate,
foundation, state and federal sources (1)
F.7 Create new opportunities for community and donor involvement on campus (2)
F.8 Establish online giving/financial transaction capacity (2)
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Priority Ratings
The SPC priority ratings for the Objectives used the following scale:
1 = Essential; must happen for the College to continue
2 = Necessary to maintain quality
3 = Important for advancement of the College