Strategic Plan 2035

Critical Initiatives:

• Ensure that every student develops a meaningful connection with a faculty or staff member who becomes a champion for their success and a vital part of their unique support system.
• Adopt innovative recruitment strategies to attract and enroll the next generation of students to include more affluent geographies, including private, independent schools.
• Incorporate student feedback annually to enhance the educational experience and campus culture.
• Track student experiences to ensure programs and experiences are impactful, financially viable, and responsive.

Metrics:

• Retention rate
• Student satisfaction metrics
• Student engagement initiatives
• Composition of student body
• Leadership development

Critical Initiatives:

• Adopt a standards-based recruiting and hiring process to ensure capturing a wide net of candidates, who align with institutional values and needs, which includes student input and cross-disciplinary faculty and staff involvement.
• Design a compensation plan for faculty and staff (salary and benefits) that is competitive at all classification levels, encourages professional growth, and supports recruitment and retention efforts.
• Establish a structured faculty and staff development framework that advances professional learning and embeds continuous improvement practices guided by measurable outcomes.
• Establish clear and supportive position descriptions and evaluation processes to set faculty and staff up for success.
• Launch a recognition program to celebrate the contributions of faculty and staff that advance our mission.

Metrics:

• Recruiting, onboarding, and satisfaction
• Faculty and staff retention
• Professional development

Critical Initiatives:

• Continuously assess the rigor and relevance of curricular and co-curricular programs to guide program development.
• Engage industry, business partners, and organizations with aligned missions in a mutually beneficial manner in support of the design and delivery of curricular and co-curricular programs.
• Ensure that pedagogy reflects best practices, including experiential learning, instructional design, and harnessing technological opportunities in support of teaching and learning.  
• Reimagine the academic experience for students from matriculation to graduation to ensure the student’s readiness and preparedness for work or continued education.

Metrics:

• Exit surveys
• Graduation/completion rates
• Program enrollment
• Post-graduate placement
• Industry feedback survey

Critical Initiatives:

• Modernize academic facilities to reflect contemporary learning environments and fully support delivery of the academic programming.
• Build or remodel residence halls to provide students with best-in-class living arrangements.
• Secure financial resources to support improvement of the campus infrastructure, including new construction, renovation, and ongoing maintenance.
• Design and implement a long-range campus infrastructure plan that will guide these efforts for the next decade.
• Expand use of campus facilities for non-tuition revenues.

Metrics:

• Funding capital projects
• Facilities usage for non-tuition revenue
• Deferred maintenance list
• Annual student-life surveys

Critical Initiatives:

• Grow student enrollment to maintain a minimum class size of 500 and total College population of 2,700.
• Lower the discount rate to the median level for our 10-year cohort group and to ensure the College receives net tuition revenue necessary to adequately fund annual operations.
• Increase and maintain alumni participation in annual giving to at least 20%.
• Raise endowment funds at least 50% to support long-term needs of the College.

Metrics:

• Class size and total College population
• Discount rate
• Alumni giving
• Endowment funds
• Annual net income