|
ACTION PROJECT |
RESPONSIBILITY |
DESCRIPTION |
PRIORITY TIMEFRAME |
LINKS TO STRATEGIC GOALS |
|
|
Belinda Wholeben and advisory board |
This
center seeks to advance the mission of |
In
progress—Ongoing |
3 |
|
|
Dean Stephanie Quinn |
This Center will serve as an integrating framework for our abiding commitments to preparing students to make a living and make a life. Curricular and co-curricular programs of the new center will illustrate how a liberal arts education is the most 'practical' of all educations. |
Fully operational
by 2004-05 |
1 |
|
|
Brad Lauman and members of the faculty/staff/student committee |
This Center will integrate all of our international programs (including international admissions and student affairs, study abroad and international curricular programs). It will be dedicated to helping members of our community prepare for lives in a global society - one of the core aims of the liberal arts in the 21st century. |
Fully operational
by 2004-05 |
2 |
|
Use technology as a strategic tool to build community |
Technology Policy Committee |
We will continue to promote the use of information technology in all aspects of the higher education experience. Our goal is to help members of our community develop competencies to be successful in an increasingly networked global society. |
Ongoing |
4 |
|
Make our campus community ever more inclusive and diverse |
President’s Cabinet |
We believe that diversity in the student body, faculty and staff is an important component in providing a quality education. By working to build a diverse community, whose members are judged by the quality of their character and their contributions, we are creating a setting that enhances the education we provide and are exemplifying our commitment to humane philanthropy, which is at the core of our mission. |
Diversity
Planning before |
2, 4 |
|
Create a seamless learning environment that incorporates assessments of community needs and the use of our facilities |
Deb Dew, Jeff Fahrenwald, Graduate Studies and Adult Education group |
We will be a center for lifelong learning. At its core will be an undergraduate
liberal arts degree program for full-time and part-time students recruited
from regional, national, and international locations. This core will be enhanced by an innovative
array of graduate programs in traditional and alternative delivery
formats. These programs will be
supplemented by not-for-credit learning opportunities for the entire
lifespan. |
By June 2006 |
2 |
|
Create a master plan for facilities and grounds |
Dan Saavedra and Board of Trustees |
We will
provide and maintain the facilities it requires to serve the needs of its
learning community. The Board of
Trustees will adopt a new 3-5 year master plan for facilities, as well as a
maintenance schedule. Implementation
of these plans will be included in yearly operations and capital budgets.
Long-term capital and operational needs will also be addressed. |
By December 2004 |
4 |
|
Academic program
review/Core curriculum and general education revision |
Dean Stephanie Quinn, ACLRAP, and faculty |
The Advisory
Committee on Long-Range Academic Planning (ACLRAP) serves to make
recommendations concerning policies and procedures related to academic
expansion and resource allocation. |
Academic Program
Review before Others: by
2005-2006 |
1, 2, 3 |
|
|
Karen Tibbetts and members of the seminar |
The Seminar
was established to make assessment in its many forms a central part of our
lives. Participants in the seminar
will organize and present research papers, respond to assessment questions,
identify and study outcomes measures. Programs will make visible the
institution's commitment to gathering information and evidence about our
effectiveness as a liberal arts college. |
Ongoing |
4 |
|
Bartels Fellows
Program in the Liberal Arts |
Dean Stephanie Quinn
and Bartels committee |
This program
provides two-year appointments to scholars whose research and teaching
exemplifies the interdisciplinary liberal learning and civic engagement that
are at the heart of the college's mission |
2003-2004 |
1 |
|
|
HR office and faculty/staff committee |
A performance management system for all employees that focuses on employee development, ongoing accountability, and rewards and incentives for work well done – all in service of our mission and vision |
By June 2005 |
4 |
|
Build the sort of student community that reflects our mission and vision |
Michael Miller and Strategic enrollment mgt. group |
We will develop a
SEM that: ·
places
students at the center of what we do and promote the notion that everyone at
the college is a “Center for Student Success”. ·
defines
and enrolls students who “fit” our mission.
·
understands
the experiences of our students and design opportunities to promote their
success. ·
links
all aspects of the student experience (learning, recruiting, funding,
advising, tracking, retaining, advocating, and being) as students move into,
through and away from the college. ·
uses
innovative ideas and best practices in the fields of marketing, psychology,
business, and information technology to engage our community, and promotes
the success of all students attending |
By June 2005 |
1, 2, 3, 4 |