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Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
LL. GROW AND DIVERSIFY REVENUE STREAMS*
Sub-Objective Measurements Targets Actions Lead
By 2015-16: 3-4 Master's degrees
[M.Ed. completed 2014]
[MSW completed 2015]
[Master Theatre Educ. in process 2015]
By 2017: 2 new Master's degrees
[MBA launched Summer 2014]
[M.Ed. launched Summer 2016]
2014-15: 3,600 [Actual: 4,051] Apply sound enrollment management tactics
and delivery modelsMotzer/Walls
2015-16: 4,000 [Actual: 4,033] Revise ancillary support systemsWalls/Coffin/
Hall/Gade-Jones
2016-17: 4,600 Enhance Omaha brand and footprint Motzer
In 2014-15:
Complete preparations to add Wrestling
[It will happen in 2015-16; public
announcement made 7/13/15]
Hire coach and recruit student-athletes
Matriculate and support wrestling students for
Fall 2016Zeff
In 2014-15: Add Pre-licensure BSN Market and recruit for Pre-licensure BSNKelen/Hardy/
Hain/Coffin
By 2016-17: Enhance 1 CLAS major Work with APC to enhance 1 CLAS major Muyskens
Complete internal review of Adv. majors Muyskens
CLAS:
2015-16: 20 BSN students [Actual: 18]
2016-17: 40 BSN students [Actual: 42]
UC Advantage:
2014-15: 410 new credits out of 8,200
[Actual: 1,080 new credits out of 7,713]
2015-16: 800 new credits out of 9,000
[Actual: 1,015 new credits out of 6,387]
2016-17: 900 new credits out of 9,900INDICATES COMPLETION
*Connection Code to AP17 Strategy Map:
LL = Lower Left: Grow and diversify beneficial revenue streams
LR = Lower Right: Focus on essential programs and expenses
C = Center: Hire, retain and support faculty and staff dedicated to meeting strategic objectives
UL = Upper Left: Create a dynamic living and learning environment
UR = Upper Right: Identify, recruit and retain students destined for success at NWU
Add revenue from new
programs and markets
Complete feasibility studies Walls
CLAS and UC faculty and staff develop curricula
and business plans that are approved by Board
and accrediting body
Walls/Team
Total Master's degree credit
hours/gross revenue (lagging)
By 2016-17: Review UC Adv. majors
Number of new programs in
undergraduate markets
(leading)
New undergraduate enrollments
(lagging)
Matriculate and support a full cohort of
students to Nursing program annually
Evaluate and refine Advantage recruitment
Motzer
Motzer
Number of feasibility studies
(leading)
Number of new Master's
degrees/programs (leading)
Page 1
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
Sub-Objective Measurements Targets Actions Lead
2014-15 Goal: >20% increases and
<12% decreases [Actual: 53%
increases and 11.58% decreases]
2015-16: 5 Builders Club and 5
Associates Club [Actual: Increase of
14 Builders and decrease of 8
Associates]
2016-17: 5 Builders Club and 5
Associates Club
2014-15: 28 [actual: 34]
2015-16: 28 [actual: 12]
2016-17: 28
*measurement revised July 2015
INDICATES COMPLETION
LL. GROW AND DIVERSIFY REVENUE STREAMS
Annual increase in The Presidents
Society membership in Archway Fund
(lagging)
Personally solicit current TPS members for
retention and increases. Strategically solicit
potential TPS members based on giving
history, capacity, and propensity to give.
Greving
Grow Archway Fund
Annual increase in $250-$999 Archway
Fund donor club membership as a
robust donor pipeline toward The
Presidents Society* (lagging)
Solicit existing donors using a wide variety of
channels and tactics to maintain and increase
their gifts. Use targeted appeals to acquire
new donors at the $250+ level.
Greving
Page 2
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
LR. FOCUS ON ESSENTIAL PROGRAMS AND EXPENSES
Sub-objective Measurements* Targets Actions Lead
Students-to-faculty member
(leading)
13:1 student:faculty ratio (CLAS & UC) for
2017
Faculty positions moved (lagging)
2014-15:
CLAS: 4 majors combined, reduced, or
discontinued [2 completed:
Religion/Philosophy;
French/German/Spanish in one major
CLAS: 2 faculty positions moved to high-
enrollment programs [Accomplished, and
more]
UC: TBD based on evaluation [Positions were
reallocated]
2015-16:
CLAS: 2 faculty positions moved to high-
enrollment programs
UC: TBD based on evaluation
INDICATES COMPLETION
Rebalance academic
resources to control
expenses and to enhance
opportunities for revenue
growth
Progress in distributing academic
resources effectively (lagging)
*The Long-Range Academic Planning Committee (APC) will also use additional
quantitative/qualitative measures in its work
Continue work of APC
Evaluate UC programs and teach out or add
faculty
Muyskens
Muyskens
2016-17:
CLAS: in fall APC will dscuss academic goals
and review its progress. In spring APC will
prioritize positions
UC: as above
Continue work of APC; work with chairs and
program directors, especially in UC on student
faculty ratio
Students per faculty member
(leading)
14:1 student:faculty ratio (CLAS & UC) 2016
[Actual: 12:1]
Page 3
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
LR. FOCUS ON ESSENTIAL PROGRAMS AND EXPENSES
Sub-objective Measurements Targets Actions Lead
2014-15: offices doing the work
[Cabinet (25 deans & directors) is important group focusing
on better uses of time and taking the lead in dropping
projects that are non-essential, e.g., Empty Bowls fundraiser
for Food Bank]
2015-16: HLC program reviews completed: Nursing; Forensic
Science; Communication Studies and Social Work
2016-17: HLC program reviews upcoming: Biology, English,
Physics, and M.Ed.
2014-15: reports from offices of results
[On-campus rotations of new computers changed to
emphasize actual needs instead of automatic replacement]
[Discontinued servicing non-NWU-owned faculty/staff
computers]
[Cabinet will continue to focus on better uses of time and
resources]
2015-16: HLC program review results: Nursing and Social
Work received reaccreditation; Forensic Science -teaching
out of students; Communication Studies-confirmed
curriculum and decided to rotate faculty through role of
speaking consultant.
2016-17: HLC program review results
INDICATES COMPLETION
Reallocate operational dollars
by identifying activities and
initiatives that do not match
with strategic priorities and
move their time, effort and
dollars to strategic priorities
Engagement in this process
(leading)Gade-Jones/
Muyskens
Gade-Jones/
Muyskens
Reallocate dollars within office budgets to focus on
strategic priorities
Results of this process (lagging)
Design and implement process to reallocate funds
among offices to focus on strategic priorities [started
2015-16]
Page 4
Archways Plan 2017 Last Revised August 2016 Confidential
Sub-objective Measurements Targets Actions Lead
Compensation goals
Actions identified in LL and UR resulting
in revenue growthGade-Jones
Actions identified in LR resulting in
expense reductionGade-Jones
Narrow faculty salaries gap compared to peer
institutions by 5% to 10% annually [based on
revised peer group approved by Board of
Governors Fall '15]
Emphasize compensation improvement
in budget process, in positions where it
is lagging
Ohles with
Ad Council
Similar improvement of staff wages
compared to local prevailing wages
Updated comparison groups in 2014-15
for Board approval
Ohles/
McDowell
Satisfaction surveys
Percent faculty completing
satisfaction survey
(leading)
2017: 2% increase over 2014 Administered in 2014; next cycle 2017 McDowell
Percent staff completing
satisfaction survey
(leading)
2018: 2% increase over 2015 Administer in Fall 2015, 2018 McDowell
Percent students
completing engagement
survey (leading)*
2017: 2% increase over 2014
(in 2014 57% of 1st-year surveyed students &
54% of senior surveyed students completed
survey)
Administered in 2014; next cycle 2017Glenn/
P Armstrong
Faculty satisfaction survey
result (lagging)2017: increase in average score over 2014 Develop actions to enhance satisfaction Muyskens
Staff satisfaction survey
result (lagging)2018: increase in average score over 2015 Develop actions to enhance satisfaction
Ohles/
McDowell
Student engagement survey
result (lagging)*
2017: increase in mean score over 2014 in
interaction with diverse populations (mean in
2014=41.9)
Develop actions to sustain and enhance
engagement in this areaMuyskens
INDICATES COMPLETION
*For student engagement, see UR: Retention sub-objective
C. HIRE, RETAIN AND SUPPORT FACULTY AND STAFF DEDICATED TO MEETING STRATEGIC OBJECTIVES
Revenue gains thru LL &
UR, and expense
reallocations thru LR
(leading)
Positive annual financial margin from LL, LR,
and UR, as seen in growing budget margin
[2014-15: Positive margin of $8,000 following
external audit insufficient to increase
investment in compensation]
[2015-16: Similar result pending external audit;
2016-17 raise pool projected at 2.5%, greater
than recent years]
Enhance faculty/staff
satisfaction
Improvements in
faculty/staff compensation
(lagging)
Page 5
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
C. HIRE, RETAIN AND SUPPORT FACULTY AND STAFF DEDICATED TO MEETING STRATEGIC OBJECTIVES
Sub-objective Measurements Targets Actions Lead
2014-15: Internal staffing
established to guide this review and
1/3 of staff functions reviewed;
report of results
[not done]
2015-16 and 2016-17: annually 1/3
of staff functions reviewed and
workloads changed
Analysis and review leading to
reduction in non-strategic, non-
essential faculty workload
(leading/lagging)
See Targets under LR: Rebalance
Academic Resources
Long-Range Academic Planning Committee
(APC) assessment of academic priorities--see
LR: Rebalance Academic Resources
Muyskens
INDICATES COMPLETION
Analysis and review leading to
reduction in non-strategic, non-
essential staff workload
(leading/lagging)Align workload with
essential work and
strategic priorities
Internally staffed assistance in analysis of job
functions related to strategic priorities;
improvement in workload by discontinuation
of non-essential, non-strategic work
(consultation with Cabinet).
In 2016-17 being reassessed with ne HR
Director.
McDowell
Page 6
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
UL. CREATE A DYNAMIC LIVING AND LEARNING ENVIRONMENT
Sub-objective Measurements Targets Actions Lead
Design work authorized (leading) January 31, 2014 Proposal to Board of Governors Chandler
RFP for Architectural and
Engineering Services (leading) March 31, 2014 Proposal sent to 8 potential firms
Chandler
Firm selected August 1, 2014 Celli-Flynn Brennan selected Chandler
Architectural plans completion
(lagging)
June 30, 2015
[completed through Design
Development]
Celli-Flynn Brennan completes plans Gade-Jones
July 1, 2014: quiet phase $$ target
July 1, 2015: quiet phase $$ target
[Actual: $13.75 million]
2015-16: approved institutional
goal is $18 million* [Actual: $19.34
million]
July 1, 2017: $24 million
*indicates revised target July '15
INDICATES COMPLETION
Science campaign milestones
(lagging)
Solicitation and closure on lead and
insider gifts Greving
Begin Construction
of Science Facility -
Phase I
Page 7
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
UL. CREATE A DYNAMIC LIVING AND LEARNING ENVIRONMENT
Sub-objective Measurements Targets Actions Lead
Construction
Preliminary design and cost
estimate (leading)April 1, 2014
Residential Life staff and Facilities staff
create and cost plans
Advancement Office review
(leading)April 10, 2014 Funding proposal shared with gift officers
Architectural plans completion
(leading) September 1, 2014 Sinclair Hille
RFP for project (leading) October 1, 2014 RFP issued
Proposals due (leading) October 31, 2014Contractor selected:
Sampson Construction
Construction contract (leading) December 1, 2014 Contract complete
Construction start (leading) January 2, 2015 Construction under way
Construction completion (lagging) May 31, 2015
[Actual: July 2, 2015]
Construction complete
Funding
Funding completion (lagging) $100K grant received from
Sunderland Foundation;
balance paid from cash
reserves.
Eventual naming
opportunity later.
Discussions with donors
INDICATES COMPLETION
Renovate
Pioneer Hall
Gade-Jones/
P Armstrong
Greving
Page 8
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
UL. CREATE A DYNAMIC LIVING AND LEARNING ENVIRONMENT
Sub-objective Measurements Targets Actions Lead
Plan for teaching and learning
with technology (leading)
January 15, 2015
[Archway Integrated Teaching & Learning Group
(AITLG) completed general plan March 2015]
Solicit input on best technology for learning and
teaching
Chandler/
Muyskens
E-portfolios (Digication)
incorporated in general education
assessment (leading)
September 1, 2015
[Actual: Incorporated Fall '14 with Archway
Curriculum. Numerous faculty trained; process now
ongoing for new faculty & software upgrades]
Provide E-portfolio training and support for faculty Jones/Skirry
2014-15: establish baseline [still to be done] Develop an improvement plan
January 2016: 5% increase in number of faculty in
BlackBoard--difficult to establish baseline; During 2016-
17 and 2017-18 will perform pilots to study alternative
course management systems; By 2019-20 all
departments using electronic portfolios (Digication) in
senior capstone; Will establish benchmarks for
Digication beginning September 2016.
January 2017: Increase in the number of faculty using
Blackboard and Digication for E-Portfolios
September 1, 2014: Olin, Omaha
December 31, 2014: S-C, Old Main, O'Donnell
Concept for Center for Teaching
and Learning (leading) November 1, 2014
[to be developed by August 31, 2015]
Instructional Technology/ Academic Affairs solicit
input from faculty, staff, studentsKelen
Remodel Cochrane-Woods Library
for Center for Teaching and
Learning (lagging)
August 31, 2015 Plans completed, bids solicited and contract awardedGade-Jones/
Kadavy
Cochrane-Woods funding Ongoing Cultivate interest Greving
INDICATES COMPLETION
Muyskens/
Gade-Jones
Dow
Implement technology-rich
teaching and learning
environment
Develop and implement plan for wireless access in
classrooms
Blackboard annual usage
(lagging)
Classrooms with wireless access
(leading)
Provide Blackboard and Digication training and
support for faculty and students to use for
E-Portfolios
Page 9
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
UR. IDENTIFY, RECRUIT AND RETAIN STUDENTS DESTINED FOR SUCCESS AT NWU
Sub-objective Measurements Targets Actions Lead
2014-15: Average CLAS first year net tuition revenue $12,000
[actual: $12,800]; average CLAS blended $14,000 [actual:
$15,200]
2015-16: Average CLAS first year net tuition revenue goal:
$12,500 [actual: $12,494]; average CLAS blended goal:
$14,500 [actual: $15,052]
2016-17: Average CLAS first year net tuition revenue $13,000
[actual: $13,522]; average CLAS blended $15,000 [actual:
$15,465]
Inquiries:
2014-2015: 7,000 [actual: 11,780]
2015-16: was 7,350; goal revised to 12,400 (5% increase)
[actual: 13,732]
2016-17: was 7,715; goal revised to 13,000 (5% increase)
Applications:
2014-15: 1,800 [actual: 1,700]
2015-16: 1,850; revised 9% increase [actual: 1,803]
2016-17: 1,900; 3% increase
Accepted applicants visiting campus:
2014-15: 60% [actual: 63%]
2015-16: was 63%; goal revised to 66% [actual: 68%]2016-17: was 67%; goal revised to 70%
Achieve CLAS enrollment aligned with cost structure breakeven
point of 1,500
[Projected CLAS enrollment 2015-16: 1,440; actual: 1,438]
[CLAS enrollment target for 2016-17: 1500+; actual: 1,499]
Strengthen transfer recruitment efforts Motzer
Collaborative alumni recruitment:
2014-15: Model in Omaha [no Omaha reception hosted;
Denver: 34 attended, 29 applied, 7 enrolling. KC: 8 attended, 4
applied, 2 enrolling. Phoenix: 3 attended, 1 applied, 0 enrolling]
2015-16: Continue Denver, KC, Phoenix alumni collaborations.
[Denver reception resulted in 13 enrollments; 34 students from
Colorado, a historic high]
2016-17: Continue alumni collaborations as in 2015-16.
2014-15: 19,800 [Actual: 20,796]
2015-16: 21,800 [Actual: 19,609]
2016-17: 24,000
INDICATES COMPLETION
Credit hours in UC (lagging)
Revise delivery models as needed
Create pathways for students in existing degree
programs. Grow corporate partnerships for new
markets and revenue streams. Action in this
area: NWU has signed MOUs with Columbus
Community Hospital, York General, Nelnet, and
National Research Corporation. The enrollment
team is working to secure several other
agreements.
Motzer
Ensure enrollment with
beneficial net revenue
Develop collaboration plans with alumni to
increase CLAS out-of-state enrollmentMotzer
Enrollment in CLAS (lagging)
Motzer
Responses to "Calls to Action"
among prospective students
(leading)
Motzer/
Gade-JonesContract with a financial aid optimization firm
Net tuition revenue for CLAS new
and transfer students (lagging)
Increase investment in search
Improve conversion of inquiries
to applicants
Develop additional visit options and
promote to prospects and applicants
Page 10
Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL
UR. IDENTIFY, RECRUIT AND RETAIN STUDENTS DESTINED FOR SUCCESS AT NWU
Sub-objective Measurements Targets Actions Lead
2014-15: Retention baseline for historically
high D, F & W grade Archway Curriculum
first-year courses
[development in process]
2015-16: 1% increase in course completion
of identified courses [actual: pending]
2016-17: 2% increase in course completion
from 2014-15 baseline
2014-15: 70% good standing and class
registered
[Actual: 75%]
2015-16: 72% good standing and class
registered [Actual: 61%]
2016-17: 70% good standing and class
registered ; 2017-18: 72% good standing
and class registered
Assistant Dean Team
2014-15: 78% goal [Actual: 81%] (from 2013-
14 1st-year)
Monitor data, processes, and services that
impact retention
2015-16: 79% (from 2014-15 1st-year)
[Actual: 77.4%]
Focus assessment on first-year conditionally
accepted students
2016-17: 80% [actual: 78%] (from 2015-16
1st-year)
2017-18: 81% (from 2016-17)
2018-19: 82% (from 2017-18)
Expand monitoring across campus and to
Assistant Dean Team
2014-15: Establish plan [incomplete]
2015-16: establish actual and Increase 1%
[actual: pending]
2016-17: Increase 1%
INDICATES COMPLETION
Retention rate in UC (lagging)
Improve Retention
Study best practices; faculty development
program; specific orientaion and touch points
with students
Muyskens
Rate of persistence among
students at risk per semester
(lagging)
First- to second-year retention
rate (lagging)
Successful completion of new
Archway Curriculum first-year
courses (leading)
Muyskens
Muyskens
Muyskens
Monitor grade tracking of D, F, W courses;
support Supplemental Instruction and
alternate ways of pedagogy such as Prep
Chemistry
Implemented MAP-Works student success and
retention software to replace Early IQ,
Summer 2014
Page 11