Strategic Plan 2.0
MESSAGE from the President
At my inauguration in 2013, I spoke of what I viewed as the present and future of York College. In my remarks, titled “Time and Place,” I said that “to successfully educate the next generation of students and to prepare them for life, great institutions must adapt and change as the landscape changes with time.” Shortly thereafter, York College embarked on a campus-wide strategic planning effort to define the innovative updates and enhancements required to ensure students are prepared to succeed after graduation. The process resulted in the 20162021 Strategic Plan for a Greater York College—the culmination of one-and-a-half years of intentional planning by the campus community—that challenged York College to move from “Great to Greater.” The College accomplished many of the key objectives of the 2016-2021 plan. However, the plan was never meant to be finished, but just one of many steps in the College’s continuing movement toward greater. Indeed, we learned a great deal during that time and, of course, who could have anticipated a pandemic that would occur and cause such disruption. In May 2022, the Board of Trustees approved the current strategic plan. It is simply titled Strategic Plan 2.0 (SP2.0) as it expands and builds upon the work that began with the Strategic Plan for a Greater York College. SP2.0 also was an effort marked by collaboration from the beginning, with students, staff, and faculty contributing BIG IDEAS unbound by time and resources for consideration. Feedback was solicited along the way so that all constituent groups had an opportunity to be heard. SP2.0 allows the College to pivot to meet the needs of future students through three areas of focus: 1) Experiential learning and high-impact practices: providing community- and project-based learning opportunities, internships, and co-ops to ALL students through an infrastructure of cooperating offices and divisions; 2) Enrollment and student success: recognizing that not all students come to college as traditional undergraduates, increasing marketing and communication so that more people are aware of what makes our college distinctive, and focusing on student wellness as a major driver and predictor of student success; and 3) Organizational Resilience: positioning York College to succeed financially while ensuring the College remains flexible and nimble, and able to invest in its people. SP2.0 acknowledges that times have changed and that the College must evolve to a different place to ensure that our graduates are prepared for an uncertain future. As it was with its predecessor, SP2.0 will not be a means to an end, but just another step along our continuing path toward “greater”.
Pamela Gunter-Smith, Ph.D. President 1
MISSION AND VISION
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 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; • OUR FACULTY, known for their expertise, engaging teaching techniques, and commitment to student success; • OUR PROGRAMS, known for their academic excellence and their relevance to a world of careers; and • 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.
2
STRATEGIC PLAN 2.0 GOALS
Goals to Achieve Our Vision 1
York College will develop a national reputation for INNOVATION AND EXPERIENTIAL LEARNING (High-Impact Practices).
2
York College will ATTRACT, ENROLL, AND RETAIN a robust and diverse undergraduate, graduate, and nontraditional student body.
3
York College will EMPOWER STUDENTS for personal and professional success.
4
York College graduates will be CAREER-READY PROFESSIONALS, prepared for the competitive global market and engaged with their alma mater.
5
York College will ensure ORGANIZATIONAL RESILIENCY by fostering mission-based philanthropy, managing its resources effectively and sustainably, providing financial support to our students, and engaging and empowering a thriving employee base.
3
Strategic Objectives
The Mill House on Kings Mill Road in York will soon be renovated into the Graham Center for Collaborative Innovation.
4
GOAL 1 York College will develop a national reputation for INNOVATION AND EXPERIENTIAL LEARNING (High-Impact Practices).
Strategic Objective 1A
York College will fully develop and implement the Graham Center for Collaborative Innovation (GCCI), making it a mark of distinction.
Strategic Objective 1B
York College will invest in and continue to develop innovative and distinct programs.
Strategic Objective 1C
York College will increase the marketing and communication of programs and outcomes using a variety of media to increase market awareness.
Strategic Objective 1D
York College will work toward increasing its national rankings and those of its programs.
Strategic Objective 1E
York College will foster greater community and pride in creating new York College ambassadors.
5
Strategic Objectives
6
GOAL 2 York College will ATTRACT, ENROLL, AND RETAIN a robust and diverse undergraduate, graduate, and non-traditional student body.
Strategic Objective 2A Develop and engage with student pipelines and cohorts.
Strategic Objective 2B Refine Financial Aid strategies to enhance the recruitment of targeted student populations and address the discount rate.
Strategic Objective 2C Develop a five-year Strategic Enrollment Management Plan.
Strategic Objective 2D Improve student persistence toward graduation including advising, curriculum design, and on-campus engagement and employment.
Strategic Objective 2E Serve adult learners, and develop the infrastructure and programs to support them.
Strategic Objective 2F Create more College-wide traditions.
7
Strategic Objectives
8
GOAL 3 York College will EMPOWER STUDENTS for personal and professional success.
Strategic Objective 3A Serve a diverse group of learners, and develop the infrastructure and programs to support them.
Strategic Objective 3B Create a wellness-focused campus and invest in student well-being.
Strategic Objective 3C Develop a comprehensive Orientation program that supports students as they progress through their collegiate experience.
Strategic Objective 3D Engage alumni in programs that support their continued professional growth and promote their engagement with the professional growth of York College students.
9
Strategic Objectives
10
GOAL 4 York College graduates will be CAREER-READY PROFESSIONALS, prepared for the competitive global market and engaged with their alma mater.
Strategic Objective 4A Provide students with a progression of professional experiences related to their career aspirations from matriculation to graduation.
Strategic Objective 4B Continue to ensure that all students engage in curricula and experiences to develop critical thinking and analytical and communication skills.
Strategic Objective 4C Internationalize and diversify the campus community and promote equity and inclusion within the community.
Strategic Objective 4D More fully develop programs for student leadership and career development from matriculation to graduation.
Strategic Objective 4E Engage alumni in programs that support continued professional growth engagement with the professional growth of York College students.
11
Strategic Objectives
12
GOAL 5 York College will ensure ORGANIZATIONAL RESILIENCY by fostering mission-based philanthropy, managing its resources effectively and sustainably, providing financial support to students, and engaging and empowering a thriving employee base.
Strategic Objective 5A Recruit, invest in, and retain a highly valued and respected workforce that positively impacts the entire community.
Strategic Objective 5B Develop a comprehensive plan to achieve financial equilibrium in three years.
Strategic Objective 5C Develop and expand sustainability programs and prioritize their role as a steward of the environment.
Strategic Objective 5D Re-evaluate land use and campus master plan and improve facilities.
13