Update 9/8/2016 Theme I. Institutional Identity
Strategic Planning 2016-2021 Worksheet Timeframe
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
Start End Goal 1: Create and communicate a clear and dynamic working Identity Statement that operationalizes the College Mission, Core Values, and Philosophy in light of current conditions and future aspirations to guide planning at all levels across the institution
Tactic 1
Form Identity Statement Task Force to include representation from the following areas: President’s Executive Council, Sep-2016 Oct-2016 academic and administrative division and department chairs by October 2016; Task Force will report to President.
Tactic 2
Draft clear and dynamic working Identity Statement that operationalizes the Mission, Core Values, and Philosophy in light of current conditions and future aspirations by December 2016
Tactic 3
Tactic 4
Tactic 5
Publish draft Identity Statement for stakeholder feedback by December 2016
Oct-2016 Dec-2016
Dec-2016 Dec-2016
Gain feedback from stakeholders via open forums, online commenting, and regularly Dec-2016 Jan-2017 scheduled College meetings in January 2017 Use stakeholder feedback to revise Identity Statement by February 2017 and submit for approval to Board upon Feb-2017 Mar-2017 ratification of the President and the PEC by March 2017
$0
Task force members identified by the President and President Foley President’s Executive Council members.
Task force formed and a charge given to them.
$0
Identity Statement Task Force
Chair of Identity Statement Task Force
Draft Statement created.
$0
Chair of Identity Statement Task Force
Chair of Identity Statement Task Force
Draft Statement shared with multiple constituencies for feedback via an internal technology mechanism.
$0
Identity Statement Task Force
Chair of Identity Statement Task Force
Feedback avenues solidified and implemented.
$0
The President, PEC and Identity Statement Task Force
President Foley
Statement approved by the Board.
Theme I: Institutional Identity- Page 1
Update 9/8/2016 Theme I. Institutional Identity
Tactic 6
Communicate final Identity Statement via open forums, online commenting, and regularly scheduled College meetings in April 2017
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Apr-2017 Apr-2017
Estimated Cost
$0
Lead/ Responsible Identity Statement Task Force
Contact
Expected Outcomes
President Foley
Identity Statement is communicated.
Goal 2: Align foundational documents and processes to Identity Statement and create a cycle of evaluation mapped to external review timeline to guide planning at all levels across the institution
Tactic 1
Tactic 2
Identify foundational documents and processes that need to be aligned to the Identity Statement by October 2017. This would include but not be limited to Core Goals and Learning Outcomes, Strategic May-2017 Oct-2017 Enrollment Plan, Strategic Marketing and Communications Plan, New Academic Program Development, and Alumni Relations Plan.
Update the alignment of foundational documents to the Identity Statement by February 2018.
Oct-2017 Feb-2018
$0
President’s Executive Council member responsible for Dr. Pugliese each organizational area
The President and PEC identify documents, and create mechanisms for updating if necessary.
$0
President’s Executive Council member responsible for Dr. Pugliese each organizational area
Foundational documents are updated.
Theme I: Institutional Identity- Page 2
Update 9/8/2016 Theme I. Institutional Identity
Strategic Planning 2016-2021 Worksheet Timeframe Start
Tactic 3
Create a cycle of evaluation with a timeline that aligns with internal and external review by May 2018.
End
Mar-2018 May-2018
Estimated Cost
$0
Lead/ Responsible
Contact
President’s Executive Council member responsible for Dr. Pugliese each organizational area
Expected Outcomes
A cycle of evaluation is created.
Theme I: Institutional Identity- Page 3
Update 9/8/2016 Theme II. Student Recruitment and Retention
Strategic Planning 2016-2021 Worksheet Timeframe
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
Start End Goal 1: Update the Strategic Enrollment Management Plan (SEMP) to include detailed retention and marketing strategies with a focus on further definition of enrollment goals, management of recruitment processes (eliminate duplication and inefficiencies), collaboration with academic programs, creation of market responsive programs, a clear marketing plan, communication with stakeholders, and a process to thoroughly and systematically assess progress to inform change.
Tactic 1
Meet with members of the Strategic Enrollment Management Committee to share data collected as part of the strategic planning process and develop evidence based tactics regarding recruitment and retention by December 2016.
Tactic 2
Update the 2015 Strategic Enrollment Management Plan that incorporates the new Identity Statement, Mission, Core Values, and Philosophy and incorporate evidence based tactics regarding recruitment and enrollment in light of enrollments trends and future aspirations by June 2017
Tactic 3
Share updated Strategic Enrollment Management Plan with key constituencies Apr-2017 June-2017 for feedback by June 2017
Oct-2016 Dec-2016
Jan-2017 June-2017
$0
$0
$0
Provost/Senior Vice President for Academic Affairs, Vice President for Finance and Dr. Pugliese Administration, and Strategic Enrollment Management Committee
Provost/Senior Vice President for Academic Affairs shares data with the SEMP Committee.
SEMP Committee Mr. Crouse
Strategic Enrollment Management Plan updated.
Chair of SEMP Committee
Strategic Enrollment Management Plan shared and feedback incorporated as appropriate.
Mr. Crouse
Theme II. Student Recruitment and Retention- Page 4
Update 9/8/2016 Theme II. Student Recruitment and Retention
Strategic Planning 2016-2021 Worksheet Timeframe Start
Tactic 4
End
Communicate final Strategic Enrollment Management Plan via open forums, online Aug-2017 Aug-2017 commenting, and regularly scheduled College meetings in August 2017
Estimated Cost
$0
Lead/ Responsible
Contact
SEMP Committee Mr. Crouse
Expected Outcomes
The Strategic Enrollment Management Plan is communicated.
Goal 2: Implement SEMP and create a cycle of evaluation, revision, and communication to guide implementation at all levels across the institution President’s Executive Council Members Strategies are Tactic 1 assign tasks in keeping with the plan by Aug-2017 Jan-2018 $0 PEC members Mr. Crouse implemented. January 2018 Tactic 2
Assess the extent to which the Strategic Enrollment Management planning goals have been met by February 2018.
Feb-2018 Feb-2018
$0
SEMP Committee Mr. Crouse Chair
The SEMP is assessed.
Tactic 3
Communicate assessment results with stakeholders by developing secured SEMP Feb-2018 Feb-2018 site that is integrated with the existing Assessment site by February 2018.
$0
SEMP Committee Mr. Crouse Chair
The assessment results are communicated .
Theme II. Student Recruitment and Retention- Page 5
Update 9/8/2016 Theme III. Holistic Student Support and Development
Strategic Planning 2016-2021 Worksheet Timeframe
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
Start End Goal 1: Review and improve academic quality and consistency in undergraduate and graduate academic programs
Tactic 1a
Develop an undergraduate and graduate academic program review model of majors, minors, certificates, concentrations, and specializations, including but not limited to, student learning outcome assessment, curriculum mapping, and curriculum relevance by December 2017.
Tactic 1b
Implement the undergraduate and graduate academic program review model of majors, minors, certificates, concentrations, and specializations, July-2018 June-2020 including but not limited to, student learning outcome assessment, curriculum mapping, and curriculum relevance by June 2020.
Jan-2017 Dec-2017
$0
Provost/Senior Vice President for Academic Affairs, Academic Deans, and Department Dr. Pugliese Chairs, Program Coordinators, the Registrar, and Institutional Researcher.
Develop program review model.
$0
Provost/Senior Vice President for Academic Affairs, Academic Deans, and Department Dr. Pugliese Chairs, Program Coordinators, the Registrar, and Institutional Researcher.
Implement the program review model.
Theme III. Holistic Student Support and Development- Page 6
Update 9/8/2016 Theme III. Holistic Student Support and Development
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Tactic 2a
Develop a process to ensure consistent rigor for undergraduate and graduate student learning for face-to-face, hybrid, and online courses and programs by December 2017.
Tactic 2b
Implement the process to ensure consistent rigor for undergraduate and graduate student learning for face-to-face, Jan-2018 Dec-2018 hybrid, and online courses and programs by December 2018.
Jan-2017 Dec-2017
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
$0
Provost/Senior Vice President for Academic Affairs Dr. Pugliese and Academic Deans
Develop review model for face-to-face, hybrid, and online courses.
$0
Provost/Senior Vice President for Academic Affairs Dr. Pugliese and Academic Deans
Implement the review model for face-to-face, hybrid, and online courses.
$0
Provost/Senior Vice President for Academic Affairs, Academic Deans, Curriculum Committee, Dr. Pugliese Department Chairs, and Academic Assessment Committee
Review completed.
$0
Curriculum Committee and Academic Assessment Committee
Alignment complete.
Goal 2: Conduct a comprehensive review of the core curriculum and learning objectives for associate and bachelor’s degree programs
Tactic 1
Tactic 2
Review Undergraduate Core Goals and Learning Outcomes by May 2017.
Align Core Goals and Learning Outcomes and Core Curriculum by May 2019.
Nov-2016 May-2017
July-2017 May-2019
Chair of Curriculum Committee
Theme III. Holistic Student Support and Development- Page 7
Update 9/8/2016 Theme III. Holistic Student Support and Development
Tactic 3a
Tactic 3b
Tactic 4a
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Create a task force to explore and oversee a student writing across the curriculum Nov-2016 Dec-2016 program by December 2016.
Student writing across the curriculum task force will generate recommendations by Jan-2017 Dec-2017 December 2017.
Create a task force to develop an academic Technology-Enriched Learning Strategy Plan by December 2016.
Nov-2016 Dec-2016
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
$0
Provost/Senior Vice President for Academic Affairs, Academic Deans, Curriculum Dr. Pugliese Committee, Writing Across Curriculum Committee
Creation of task force.
$0
Provost/Senior Vice President for Academic Affairs, Academic Deans, Chair of Curriculum Curriculum Committee, Committee Writing Across Curriculum Committee
Recommendations provided.
$0
Provost/Senior Vice President for Academic Affairs, Dr. Pugliese Academic Deans, Curriculum Committee
Creation of task force.
Theme III. Holistic Student Support and Development- Page 8
Update 9/8/2016 Theme III. Holistic Student Support and Development
Tactic 4b
Tactic 4c
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Create an academic Technology-Enriched Jan-2017 Dec-2017 Learning Strategy Plan by December 2017.
Implement an academic TechnologyEnriched Learning Strategy Plan by May 2019.
Aug-2018 May-2019
Tactic 5a
Assess effectiveness of Connections series courses in achieving identified program Nov-2016 Oct-2017 outcomes by October 2017.
Tactic 5b
Make recommendations based on the assessment of the effectiveness of Connections series courses in achieving identified program outcomes by December 2017.
Aug-2017 Dec-2017
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
$0
Provost/Senior Vice President for Academic Affairs, Dr. Pugliese Academic Deans, Curriculum Committee
Development of plan.
$0
Provost/Senior Vice President for Academic Affairs, Dr. Pugliese Academic Deans, Curriculum Committee
Technology-Enriched Learning Strategy Plan implemented.
$0
Provost/Senior Vice President for Academic Affairs, Dr. Haschak Academic Deans, and Curriculum Committee
Assessment of current data.
$0
Provost/Senior Vice President for Academic Affairs, Dr. Haschak Academic Deans, and Curriculum Committee
Recommendations made.
Theme III. Holistic Student Support and Development- Page 9
Update 9/8/2016 Theme III. Holistic Student Support and Development
Tactic 6
Explore potential for physical education/health and wellness courses supporting holistic student development by May 2017.
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Estimated Cost
Lead/ Responsible
Contact
Provost/Senior Vice President for Academic Affairs, Year 1: $0 Vice President for Student Affairs, Jan-2017 May-2017 Dr. Pugliese Year 2: Academic Deans, $3,200 Athletics Department, and Curriculum Committee
Expected Outcomes
Recommendations generated.
Goal 3: Develop and expand services, structures and programs to support the academic and developmental success of all students Provost/Senior Explore best practices models of student Vice President for Best practices explored support services for current and emerging Academic Affairs Tactic 1 Oct-2016 Mar-2017 $0 Dr. Grassadonia and recommendations for student populations (for example, and Vice consideration generated. international students) by March 2017. President for Student Affairs
Tactic 2
Year 1: $0 Year 2: Explore the development of a student $65,250 work program to provide expanded (20 student life services such as Additional transportation, computer labs, food Jan-2017 May-2018 paid service, library, and other services by May student 2018. This may or may not be modelled lines@ after the existing Federal Work Study $7.25 hour program. 15 hrs a week)
Vice President for Student Affairs, Vice President for Finance and Administration, Dr. Grassadonia Director of Human Resources, Director of Financial Aid
Exploration and recommendations complete.
Theme III. Holistic Student Support and Development- Page 10
Update 9/8/2016 Theme III. Holistic Student Support and Development
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Estimated Cost
Lead/ Responsible
Contact
Vice President for Student Affairs, Vice President for Mr. Lovell Finance and Administration
Tactic 3
Explore the need to update and/or expand undergraduate and graduate (including Aug-2017 Oct-2018 family) student housing by October 2018.
Tactic 4
Vice President for $0 initially. Student Affairs, Review food service program and contract Recommen Vice President for Jan-2017 June-2017 Ms. Yoder by June 2017. dations- Finance and TBD Administration Services
Tactic 5
Tactic 6a
Develop comprehensive orientation programs for graduate and online students by May 2019.
Identify and develop new strategies to reach and engage increased numbers of commuter and nontraditional students in campus life by August 2017.
Aug-2018 May-2019
Jan-2017 Aug-2017
$0
Expected Outcomes
Feasibility study with recommendations completed.
Review with recommendations completed.
$0
Program Coordinators, Graduate Council, Online Committee, Dr. Haschak Director Graduate and Continuing Education, Director of Student Activities
Orientation programs exist.
$0
Vice President for Student Affairs, Ms. Grant Director of Student Activities
New strategies are identified.
Theme III. Holistic Student Support and Development- Page 11
Update 9/8/2016 Theme III. Holistic Student Support and Development
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Tactic 6b
Implement new strategies to reach and engage increased numbers of commuter Jan-2018 May-2018 and nontraditional students in campus life by May 2018.
Tactic 6c
Assess initial strategies to reach and engage increased numbers of commuter June-2018 Oct-2018 and nontraditional students in campus life by October 2018.
Tactic 7a
Establish standards of curriculum and instruction for online learning, including course structure and design by May 2017.
Jan-2017 May-2017
Tactic 7b
Implement standards of curriculum and instruction for online learning, including Aug-2017 May-2018 course structure and design by May 2018.
Tactic 8
Develop a mandatory online training for instructors to improve consistency and quality of online content layout, structure and tools utilization in the Learning Management System by May 2017.
Jan-2017 May-2017
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
$1,000
Vice President for Student Affairs, Ms. Grant Director of Student Activities
Initiatives and associated programs phased in.
$0
Vice President for Student Affairs, Ms. Grant Director of Student Activities
Assessment of initial strategies.
$0
Department Chairs, Director of the Library, Education Dr. Haschak Technologies Coordinator, Online Committee
Curriculum and instruction standards developed.
$0
Department Chairs, Director of the Library, Education Dr. Haschak Technologies Coordinator, Online Committee
Curriculum and instruction standards implemented.
$0
Education Technologies Ms. Coakley Coordinator and Online Committee
Online training for instructors developed.
Theme III. Holistic Student Support and Development- Page 12
Update 9/8/2016 Theme III. Holistic Student Support and Development
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Estimated Cost
Tactic 9
Develop a process for ongoing training for instructors to improve consistency and quality of online content layout, structure Aug-2017 Dec-2017 and tools utilization in the Learning Management System by December 2017.
Tactic 10
Augment current pedagogical strategies with training, speakers, and workshops for all faculty, staff and students that are $3,000 designed to improve student learning in Jan-2017 Dec-2017 $5,000 per the curriculum and co-curriculum focusing year. initially on existing tools (including LMS and the Google suite) by December 2017.
$0
Lead/ Responsible
Contact
Expected Outcomes
Education Technologies Ms. Coakley Coordinator and Online Committee
Process developed for ongoing training.
Provost/Senior Vice President for Academic Affairs Dr. Pugliese and Academic Deans
Activities implemented.
Goal 4: Continue development, improvement, and implementation of organized, sustained administrative assessment process to use results effectively and communicate results
Tactic 1
Implement an Administrative Assessment Committee whose members support administrative assessment activities at all levels by analyzing the annual departmental plan results and generating summaries of departmental efforts to support the College’s Mission Statement, Philosophy Statement, and Strategic Plan by October 2016.
Sep-2016 Oct-2016
$0
Provost/Senior Vice President for Academic Affairs, Coordinator of Dr. Lovett Institutional Assessment, Institutional Researcher
Implementation of an Administrative Assessment Committee complete.
Theme III. Holistic Student Support and Development- Page 13
Update 9/8/2016 Theme III. Holistic Student Support and Development
Tactic 2
Tactic 3a
Develop new or refine existing organized, sustained assessment process/plan to administrative assessment by May 2017.
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Jan-2017 May-2017
Develop a plan to utilize the College’s Philosophy, Mission, and Identity Jan-2017 July-2017 Statements in departmental goal planning and assessment by July 2017.
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
$0
Provost/Senior Vice President for Academic Affairs, Coordinator of Institutional Assessment, Dr. Lovett Institutional Researcher, Administrative Assessment Committee
The process/plan will be completed.
$0
Provost/Senior Vice President for Academic Affairs, Coordinator of Institutional Assessment, Dr. Lovett Institutional Researcher, Administrative Assessment Committee
Plan developed.
Theme III. Holistic Student Support and Development- Page 14
Update 9/8/2016 Theme III. Holistic Student Support and Development
Tactic 3b
Tactic 4
Tactic 5
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Implement the plan to utilize the College’s Philosophy, Mission, and Identity July-2017 Aug-2017 Statements in departmental goal planning and assessment by August 2017.
Communicate administrative assessment plan to appropriate constituents by July 2017.
Improve use of assessment results to inform decisions and resource allocation by developing a reporting mechanism to provide the College community with the results of the administrative assessment activities by October 2018.
July-2017 July-2017
July-2017 Oct-2018
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
$0
Provost/Senior Vice President for Academic Affairs, Coordinator of Institutional Assessment, Dr. Lovett Institutional Researcher, Administrative Assessment Committee
Plan implemented.
$0
Provost/Senior Vice President for Academic Affairs, Dr. Lovett Coordinator of Institutional Assessment
Administrative Assessment Plan will be communicated.
$0
Provost/Senior Vice President for Academic Affairs, Coordinator of Dr. Lovett Institutional Mr. Pearson Assessment, Administrative Assessment Committee
Reporting mechanism will be developed.
Theme III. Holistic Student Support and Development- Page 15
Update 9/8/2016 Theme IV. Sustainable Resources and Systems
Strategic Planning 2016-2021 Worksheet Timeframe
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
Start End Goal 1: Improve acquisition and allocation of human resources by improving internal collaboration between different groups (e.g., administration, faculty, staff, divisions) and ultimately improving campus climate Conduct survey of other Mercy Institutions and Private Colleges and Universities Consortium to identify Tactic 1 Aug-2017 Dec-2017 $0 PEC Ms. Tonia Gordon Complete surveys. methods to help the College enhance collaboration opportunities by December 2017. Evaluate data obtained by survey to determine effective methods of Ms. Tonia Gordon Evaluate data from Tactic 2 Jan-2018 Mar-2018 $0 PEC collaboration opportunities by March Mr. Pearson surveys. 2018. Complete collaboration Tactic 3 Develop collaboration plan by July 2018. Apr-2018 July-2018 $0 PEC Ms. Tonia Gordon plan. Communicate new plan to campus and Tactic 4 appropriate key stakeholders by August Aug-2018 Aug-2018 $0 PEC Ms. Tonia Gordon Communicate new plan. 2018. Implement collaboration plan by Implement collaboration Tactic 5 Aug-2018 Dec- 2018 $0 PEC Ms. Tonia Gordon December 2018. plan. Evaluate collaboration plan and campus climate using Chronicle of Higher Ms. Tonia Gordon Tactic 6 Aug-2019 Dec- 2019 $0 PEC Evaluate complete. Education “Great Colleges to Work For� Mr. Pearson survey by December 2019.
Goal 2: Improve acquisition and allocation of human resources by enhancing professional development opportunities and compensation for all employees Tactic 1
Conduct survey regarding current practices for professional development and identify additional needs by June 2017.
Jan-2017 June-2017
$0
PEC and Director of Human Resources
Ms. Tonia Gordon
Complete survey and identify additional needs.
Theme IV. Sustainable Resources and Systems- Page 16
Update 9/8/2016 Theme IV. Sustainable Resources and Systems
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Tactic 2
Develop a plan to bring speakers/scholars to campus for professional development Aug-2017 Dec-2017 of varying constituencies by December 2017.
Tactic 3
Plan and implement additional training for all individuals on technology/software by Aug-2018 Jan-2019 January 2019.
Tactic 4
Implement a cycle for the comprehensive review and analysis of salary survey data to ensure a market-competitive Compensation Program that supports both recruitment and retention of quality faculty and staff by June 2017.
Jan-2017 June-2017
Estimated Cost
Lead/ Responsible
Cost of PEC, Academic speakers Deans, Director of $5,000/ Human Resources year PEC, Academic Deans, Faculty Affairs $5,000/ Committee, IT year Services, Education Technologies Coordinator
$0
Contact
Expected Outcomes
Ms. Tonia Gordon Plan completed.
Mr. Shea Dr. Lovett Ms. Coakley
Plan and first rounds of training completed.
FLSA will be completed by December 2016, Director of HR, VP subsequently the market for Finance and Ms. Tonia Gordon compensation program Administration analysis will be completed.
Goal 3: Improve acquisition and allocation of fiscal resources to decrease tuition dependency over the next five years
Tactic 1
Institutional Advancement and College leadership will annually evaluate key constituencies (e.g., alumni, faculty/staff, external donors) and further refine June-2017 June-2021 processes designed to enhance both endowment and unrestricted giving beginning in June 2017.
$0
Institutional Advancement
Ms. Dubuque
Donations will increase as a result of Institutional Advancement revising tactics on an annual basis based on assessment of the prior year results.
Theme IV. Sustainable Resources and Systems- Page 17
Update 9/8/2016 Theme IV. Sustainable Resources and Systems
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Tactic 2
Grants writer and College leadership will annually identify, apply for, and be awarded additional sources of grant funding appropriate to College needs and resources beginning in January 2017.
Tactic 3
Advancement and College leadership will identify, solicit, and secure additional sources of annual giving (which includes unrestricted and restricted giving) beginning in January 2017.
Tactic 4
Advancement and College leadership will develop a timeline for marketing, soliciting, and documenting bequests & Jan-2017 June-2021 planned gifts appropriate to College needs and resources beginning in January 2017.
Jan-2017 June-2021
Jan-2017 June-2021
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
$0
Institutional Advancement and Ms. Dorsey-Lash Appropriate Key Stakeholders
An increase in the amount of grant monies awarded to the College will occur.
$0
Institutional Advancement and Ms. Dorsey-Lash Appropriate Key Stakeholders
An increase in the amount of annual giving awarded to the College will occur.
$0
Institutional Advancement and Ms. Dorsey-Lash Appropriate Key Stakeholders
An increase in the number of documented and realized bequests & planned gifts to the College will occur.
Theme IV. Sustainable Resources and Systems- Page 18
Update 9/8/2016 Theme IV. Sustainable Resources and Systems
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
Goal 4: Improve acquisition and allocation of fiscal resources by allocating financial resources for current and future needs based on assessment results
Tactic 1
Tactic 2
Evaluate new academic programs for development utilizing appropriate assessment tools and pertinent data beginning in February 2017.
Feb-2017 June-2021
Evaluate current programs utilizing appropriate assessment tools and pertinent data for both development and June-2017 June-2021 retrenchment purposes beginning by June 2017.
$0
Provost/Senior Vice President for Academic Affairs, Academic Deans, Department Dr. Haschak Chairs, Vice Dr. Anderson President for Finance and Administration, Institutional Researcher.
New academic programs for development are evaluated using appropriate assessment tools and pertinent data.
$0
Provost/Senior Vice President for Academic Affairs, Academic Deans, Department Dr. Haschak Chairs, Vice Dr. Anderson President for Finance and Administration, Institutional Researcher.
Completion of review process for all programs.
Theme IV. Sustainable Resources and Systems- Page 19
Update 9/8/2016 Theme IV. Sustainable Resources and Systems
Strategic Planning 2016-2021 Worksheet Timeframe Start
Tactic 3
Tactic 4
Evaluate student services programming and athletic programming utilizing benchmarks of both like and aspirational institutions beginning by June 2017.
Evaluate administrative policies and procedures to identify new efficiencies and to eliminate redundancies beginning by June 2017.
End
June-2017 June-2021
June-2017 June-2021
Estimated Cost
$0
$0
Lead/ Responsible
Contact
Expected Outcomes
Vice President for Dr. Grassadonia Student Affairs
Two programs evaluated each year, one for student services and one for athletics. Athletic results should be compared to benchmarks set by NCAA analysis and student services should be compared to Council for Advancement of Standards in higher education.
President’s Ms. Yoder Executive Council
Two policies/procedures will be reviewed on an annual basis with resulting revisions and implementation of changes as indicated.
Theme IV. Sustainable Resources and Systems- Page 20
Update 9/8/2016 Theme IV. Sustainable Resources and Systems
Strategic Planning 2016-2021 Worksheet Timeframe
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
Start End Goal 5: Improve acquisition and allocation of physical resources by developing a plan and processes for Physical/Facilities projects not included in the Master Plan
Tactic 1
Create a team or task force with key stakeholders to develop a plan and processes by February 2017.
Tactic 2
Team/Task Force review and revise current informal processes for small/medium projects (e.g., preventative maintenance, deferred maintenance, Jan-2017 Aug-2017 individual work requests) drawing from SchoolDude (i.e., current maintenance work order and tracking system) by August 2017.
Tactic 3
Develop a plan and specific processes for small and medium facility projects by December of 2017.
Oct-2016 Feb-2017
Aug-2017 Dec-2017
$0
Vice President for Finance and Administration, Director of IT Mr. Rubritz Services, Director of Facilities and other key stakeholders
Team/Task Force is created.
$0
Vice President for Finance and Administration, Director of IT Mr. Rubritz Services, Director of Facilities and other key stakeholders
Team/Task Force reviews current processes.
$0
Vice President for Finance and Administration, Director of IT Mr. Rubritz Services, Director of Facilities and other key stakeholders
Plan and processes are finalized.
Theme IV. Sustainable Resources and Systems- Page 21
Update 9/8/2016 Theme IV. Sustainable Resources and Systems
Strategic Planning 2016-2021 Worksheet Timeframe Start
Tactic 4
Tactic 5
Communicate new plan and processes to campus and appropriate key stakeholders by August of 2018.
End
Jan-2018 Aug-2018
Implement plan and processes for facilities Jan-2018 Aug-2018 enhancements by August 2018.
Estimated Cost
Lead/ Responsible
Contact
Expected Outcomes
$0
Vice President for Finance and Administration, Director of IT Mr. Rubritz Services, Director of Facilities and other key stakeholders
Plan and processes are finalized.
$0
Vice President for Finance and Administration, Director of IT Mr. Rubritz Services, Director of Facilities and other key stakeholders
Implement plan and processes.
Goal 6: Improve acquisition and allocation of technical resources by implementing technology-related plans and processes Vice President for Annually review existing technology Finance and replacement cycle contained in annual Tactic 1 Jan-2017 June-2021 $46,000 Administration, Mr. Shea budget and propose new equipment Director of IT, and beginning in January 2017. IT Services Vice President for Annually maintain sufficient Internet Finance and Tactic 2 access for entire campus community Jan-2017 June-2021 $6,000 Administration, Mr. Shea beginning in January 2017. Director of IT, and IT Services
Ensure that equipment is replaced in timely manner before it fails and/or vendor deems it at “end of life�.
Maintain annual statistics on internet bandwidth utilization and evaluate and upgrade as necessary.
Theme IV. Sustainable Resources and Systems- Page 22
Update 9/8/2016 Theme IV. Sustainable Resources and Systems
Strategic Planning 2016-2021 Worksheet Timeframe Start
End
Tactic 3
Annually maintain sufficient WiFi access for entire campus community beginning in Jan-2017 June-2021 January 2017.
Tactic 4a
Create a plan to systematically replace aging underground fiber optics by August 2017.
Tactic 4b
Implement the plan to systematically replace aging underground fiber optics by Aug-2017 Dec-2017 December 2017.
Tactic 5
Implement plan and processes for technology enhancements by August 2018.
Jan-2017 Aug-2017
Jan-2018 Aug-2018
Estimated Cost
Lead/ Responsible
Contact
Vice President for Finance and $95,000 Administration, Mr. Shea Director of IT, and IT Services Vice President for Finance and $0 Administration, Mr. Shea Director of IT, and IT Services phase 1 Vice President for $12,000 Finance and phases 2 Administration, Mr. Shea and 3 Director of IT, and $80,000 IT Services
$0
Vice President for Finance and Administration, Director of IT Mr. Shea Services, Director of Facilities and other key stakeholders
Expected Outcomes Maintain annual statistics on WiFi utilization and evaluate and upgrade as necessary. A plan to systematically upgrade data wiring is created. Plan is implemented and underground fiber optics are replaced.
Implement plan and processes.
Theme IV. Sustainable Resources and Systems- Page 23