2016-2021 STRATEGIC PLAN for a Greater York College
THE FOUR PILLARS OF THE STRATEGIC PLAN
On behalf of the administration, faculty, staff, students, and trustees of York College, I am pleased to provide the College’s 2016-2021 Strategic Plan for a Greater York College. This plan is the culmination of campus-wide conversations on the future of the College led by the College’s Long Range Planning Committee. The plan has followed a logical path of development starting with addressing the most fundamental of questions – who we are and who we serve (our mission), who we want to become (our vision), and how we achieve that vision (goals, objectives, initiatives, and action steps). The objectives and initiatives reflect the challenges and opportunities facing higher education in general and York College specifically. In addressing these, the plan seeks innovation while capitalizing on existing strengths. The plan for a Greater York College is supported by four overarching strategic pillars: academic excellence, a robust enrollment, distinctiveness, and engagement. These four pillars are reflected as four goals on a bedrock of the fifth goal. •
ACADEMIC EXCELLENCE – Goal 1. York College will be known for the excellence of our programs, the quality of our faculty, and the distinctiveness of our students’ experience.
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ENROLLMENT – Goal 2. York College will achieve a robust undergraduate and graduate enrollment and provide services for student success.
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DISTINCTIVENESS and ALUMNI ENGAGEMENT – Goal 3. York College graduates will be professionals who are prepared for the competitive global arena and are engaged with their alma mater.
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ENGAGEMENT – Goal 4. York College will be a catalyst for positive change both in our communities and in the practices of higher education.
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FINANCIAL SUPPORT AND SUSTAINABILITY – Goal 5. York College will foster mission-based philanthropy and effectively manage its resources to assure financial strength, promote sustainability, provide financial support to our students, and incentivize innovation and creativity throughout the institution.
The plan is far from being a “finished” product. It is intentionally meant to be dynamic, rather than static. We will continue to evaluate and modify its initiatives as we live the plan. I invite the York College community to continue to question, comment, and make recommendations. Ultimately, this plan belongs to each of us, as does the future of our College.
Pamela Gunter-Smith, Ph.D. President, York College of Pennsylvania collegepresident@ycp.edu
MISSION STATEMENT York College prepares its graduates for productive and purposeful lives. As a diverse community of educators and learners, we provide a high-quality, private education that emphasizes personal development, close faculty/student mentoring relationships, and real-world experiences. We partner with our community for the benefit of both our students and the broader region. We strive to make this world-class, private education financially accessible.
VISION STATEMENT York College will be the premier destination for students seeking an education that integrates career preparation with a strong foundation in the liberal arts, and will be a catalyst for positive change in higher education and in the broader community. York College will stand apart through: •
OUR GRADUATES, known for their readiness to compete in dynamic and competitive global environments, and for the innovative spirit they bring to their life’s work;
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OUR FACULTY, known for their expertise, engaging teaching techniques and their commitment to student success;
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OUR PROGRAMS, known for their academic excellence and their relevance to a world of careers; and
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OUR CAMPUS AND COMMUNITY, known for the distinctive curricular and co-curricular experiences that support student development and our commitment to economic, social, and environmental sustainability.
GOALS TO ACHIEVE THE VISION 1. York College will be known for the excellence of our programs, the quality of our faculty, and the distinctiveness of our students’ experience. 2. York College will achieve a robust undergraduate and graduate enrollment and provide services for student success. 3. York College graduates will be professionals who are prepared for the competitive global arena and are engaged with their alma mater. 4. York College will be a catalyst for positive change both in our communities and in the practices of higher education. 5. York College will foster mission-based philanthropy and effectively manage its resources to assure financial strength, promote sustainability, provide financial support to our students, and incentivize innovation and creativity throughout the institution.
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STRATEGIC OBJECTIVES AND INITIATIVES GOAL 1 York College will be known for the excellence of our programs, the quality of our faculty, and the distinctiveness of our students’ experience. STRATEGIC OBJECTIVE 1A Continuously assess and improve our academic and co-curricular programs. • Regularly review all academic programs to assure their ongoing relevance and viability. • Assure collection and use of effective student learning assessments for continuous improvement of all programs. • Target faculty development and other programming to advance innovative teaching styles and technologies, engagement of diverse learning styles, and improved career readiness.
STRATEGIC OBJECTIVE 1B Develop relevant new programs and institute an organizational structure to support excellence and the most effective use of resources. • Create a plan to move toward the most effective organizational model. • Expand and create new undergraduate, graduate degree and non-degree certificate programs.
STRATEGIC OBJECTIVE 1C Elevate level of excellence in teaching and advising, scholarship, and college/ community service. • Provide sustainable funding streams for faculty innovation and scholarship, and assess outcomes of these expenditures. • Develop a new faculty compensation and evaluation model that recognizes the teaching mission of the College, rewards excellence and incentivizes innovation and creativity.
STRATEGIC OBJECTIVE 1D Achieve a distinctive student experience marked by an inclusive atmosphere, and a collegiate spirit within the campus community. • Support general education and First-Year Experience (FYE) programming to include additional learning and student engagement opportunities. • Expand and enhance co-curricular and extracurricular programs to foster holistic and leadership development of a diverse population of students. • Create additional student spaces to support student activities and development, including spiritual and cultural life both on and off campus.
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STRATEGIC OBJECTIVES AND INITIATIVES GOAL 2 York College will achieve a robust undergraduate and graduate enrollment and provide services for student success. STRATEGIC OBJECTIVE 2A Achieve a carefully managed increase in full-time undergraduate enrollment toward a target of 5,000 students. • Prepare and implement annual (and five-year) strategic enrollment plan to include program offerings, resource requirements, and a right-size analysis, and inclusive of international, minority, and athlete recruitment. • Create and implement an innovative marketing plan to attract more of York’s ideal student.
STRATEGIC OBJECTIVE 2B Improve first-year student retention and four-year graduation rates to compare more favorably with peer private institutions. • Deploy relationship-based enrollment strategies designed to recruit students who are likely to persist to graduation. • Assess and improve first- to second-year retention toward a target of 85%. • Implement progression strategies from first year through graduation, removing barriers to four-year graduation and targeting a goal of 61%. • Enhance support services (both academic and non-academic) for students (e.g., disabilities, counseling and health services). • Enhance athletics and wellness/recreation for all students.
STRATEGIC OBJECTIVE 2C Implement a financial aid model that maximizes financial accessibility for students and best meets York College’s enrollment goals. • Conduct pricing study to determine the most favorable tuition price point to effectively balance enrollment growth, financial accessibility, and net tuition revenue (NTR). • Monitor on a regular basis cost/benefit of various financial aid methodologies (i.e., need-based, merit-based, work-based, etc.) and discounting practices.
STRATEGIC OBJECTIVE 2D Achieve a carefully managed increase in graduate enrollment toward a target of 500 students. • Prepare and implement annual (and five-year) strategic graduate enrollment plan including program offerings and resource requirements. • Provide academic advising and career development for graduate students.
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STRATEGIC OBJECTIVES AND INITIATIVES GOAL 3 York College graduates will be professionals who are prepared for the competitive global arena and are engaged with their alma mater. STRATEGIC OBJECTIVE 3A Recruit and retain diverse faculty, staff, and administrators. • Assess the number of demographically and internationally diverse faculty and staff through existing annual reporting methods in Human Resources. • Adopt creative new approaches to promoting and incentivizing global diversity among faculty and staff.
STRATEGIC OBJECTIVE 3B Provide structured programming that will further ready our graduates for professional success and/or success in advanced studies. • Increase the number of students participating in relevant, professional work experiences, beginning with the alumni network/mentoring. • Provide adequate administrative infrastructure to support the Career Development Center and broaden employer base. • Design a co-curricular transcript and/or resume model to reflect the breadth and depth of professional training/development. • Enhance “professionalism” programming for all York College students.
STRATEGIC OBJECTIVE 3C Expand international learning opportunities for students and faculty through both on- and offcampus endeavors. • Support new and existing academic programs that seek to incorporate travel/study abroad and international exchanges. • Provide an administrative infrastructure to coordinate and consolidate resources and information for study abroad programs. • Assess student-funding needs and develop solutions to support student and faculty travel and study abroad. • Involve students in programs that will cultivate student learning and understanding of diversity, intercultural life, and global issues.
STRATEGIC OBJECTIVE 3D Increase the percentage of alumni giving toward a target of 15% and alumni engagement toward a target of 20%. • Develop a reliable database and rubric to assess alumni engagement. • Develop and implement innovative engagement strategies for alumni. • Utilize alumni as York College ambassadors regionally and highlight alumni in local, regional and national marketing. • Adopt new giving/challenge campaigns that appeal to young alumni.
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STRATEGIC OBJECTIVES AND INITIATIVES GOAL 4 York College will be a catalyst for positive change both in our community and in the practices of higher education. STRATEGIC OBJECTIVE 4A Act as a “community stakeholder” by offering intellectual and human resources that benefit the community and promote sustainable practices. • Establish College physical location in downtown York. • Support and participate in community efforts (including revitalization) that facilitate student engagement and campus environment. • Establish and offer community education programs (credit, non-credit, and certificate). • Establish and promote sustainable initiatives at York College that provide a model for campus and community development.
STRATEGIC OBJECTIVE 4B Make York City a destination for York College students, faculty, and staff and our campus a destination for community activities. • Work with community partners to establish programming aimed at increased York College student/faculty attendance and participation in area cultural events. • Increase outreach to community to expand attendance, participation, and recognition of campus cultural and professional events.
STRATEGIC OBJECTIVE 4C Be a model for innovative/community-based learning practices. • Expand the scope of the Center for Community Engagement (CCE) to coordinate community-focused activities across College divisions. • Expand opportunities for our students to work with community partners. • Assure that our faculty has adequate opportunities and support teaching communitybased courses.
STRATEGIC OBJECTIVE 4D Become a recognized leader in pedagogical innovation and participant in ongoing discussions about the landscape of higher education. • Develop and support innovative new programming and opportunities for undergraduate research as marks of distinction for York College. • Encourage, reward, and fund scholarship of teaching and learning. • Develop centers of excellence that encourage scholarship and sponsor scholarly gatherings about key educational topics on our campus and in our community. • Promote faculty accomplishments and pedagogical innovations to the wider scholarly community.
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STRATEGIC OBJECTIVES AND INITIATIVES GOAL 5 York College will foster mission-based philanthropy and effectively manage its resources to assure financial strength, promote sustainability, provide financial support to our students, and incentivize innovation and creativity throughout the institution. STRATEGIC OBJECTIVE 5A Fund operations and strategic plan initiatives of the College and YCDS through a prudent use of strategic plant funds, operating cash, and debt considering sustainable practices in accordance with the institutional vision. • Develop a funding plan to utilize plant funds, operating cash and debt to meet strategic objectives while maintaining prudent financial strength. • Review pooled portfolio asset allocation considering any recommendations and decisions related to use of strategic plant fund. Adjust asset allocation based on cash needs. • Conduct feasibility study for comprehensive fundraising campaign, determining magnitude of donor interest for all aspects of strategic plan, and execute the campaign.
STRATEGIC OBJECTIVE 5B Appropriately allocate our human, financial and facility resources, improve systems and processes which govern our work, and reward high performance. • Complete a campus master plan with consideration of facility scheduling and utilization with a focus on sustainability practices. • Review and document all current academic and administrative processes (including YCDS). Prioritize based on best practices, enhancement of net revenue and minimizing risk. • Assure that all programs/departments are appropriately staffed and have appropriate expertise. • Create an evaluation and compensation system that supports a culture that rewards high performance.
STRATEGIC OBJECTIVE 5C Diversify revenue, always measuring the investment and return of these activities. • Identify and consider mission-driven corporate, foundation, and government grants to enhance net revenue. • Identify and consider mission-driven real estate net revenue opportunities with community and corporate partners. • Consider more aggressive net revenue generation through conference services/facility rentals.
STRATEGIC OBJECTIVE 5D Become a recognized leader in pedagogical innovation and participant in ongoing discussions about the landscape of higher education. • Create a “dashboard” to track success in meeting important institutional metrics and strategic plan goals. • Develop an enterprise written risk management and business resumption plan. • Incorporate key initiatives identified into the strategic planning process.
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