dare. dream. achieve.the final deliverable, desired state of technology –evaluation of current...
TRANSCRIPT
Dare. Dream. Achieve.
Conversations at The W
www.muw.edu
Our Three-Year Journey and Our Future
www.muw.edu
“…I like the dreams of the future better than the history of the past…”
Thomas Jefferson
University Priorities Committee
Dr. Jim Borsig, ChairDr. Sheila AdamsLeAnn AlexanderSirena CantrellDr. April ColemanLee CrouseDr. Kimberly DorseyDr. Dionne FortenberryMelanie FreemanErinn Holloway
Quincy Hughes
Dr. Tammie McCoy
Dr. Jenny Miles
Nora Miller
Shelley Moss
Dr. Caroline Payne-Purvis
Dr. Tom Richardson
Dr. Scott Tollison
Tyler Wheat
Today’s Conversations
Introduction 10 minutes
Presentation 30 minutes
Step #1 10 minutes
Step #2 10 minutes
Step #3 10 minutes
Step #4 10 minutes
Report Out 30 minutes
Today’s Conversations
You don’t have to be a subject matter expert.
Today’s conversations will be a part of the Committee’s considerations
Committee will submit recommendations to the President
Priorities will be announced at Homecoming 2016
Process
Short-term, five-year focus--generally
Builds on existing university processes, committees, and councils
Guides choices, selection of options, and resources
Subject to revision
www.muw.edu/priorities
www.muw.edu
Everyone is in favor of progress until they realize it requires change.
Jim Barksdale
www.muw.edu
Considerations
State of Mississippi Performance Budgeting Indicators & Strategic Plan requirements
Board of Trustees Performance Allocation Formula
University Elements
Institutional assessment/effectiveness based
Accountability, i.e. Evidence based, data driven
www.muw.edu
University Priority Focus Areas
Recruit, retain, and graduate our students
Advancement Excellence
Regional Stewardship
21st Century university
University Elements
Academics
Advancement
Athletics
Branding/Marketing
Enrollment Management
Funding Formula
Master Plan
Regional Stewardship
Technology
QEP
www.muw.edu
Academics
Academic Program Review
Develop programs supporting The W’s 21st century mission
Support and encourage programs with growth potential
Relevant curriculum
Appropriate delivery methods
QEP
Academics
Increase faculty development opportunities
Center for Teaching and Learning
Review the administrative organization of academic programs for appropriateness and effectiveness
Increase study-abroad opportunities for students and faculty
Increase staff development opportunities
Academic opportunities
New academic programs
Resources to enhance existing programs
Support innovative pedagogy
Enhance technology
21st Century curriculum
www.muw.edu
Advancement
Advancement Audit in 2012
Ambiguity about staffing due to turnover Concern about the experience of deans, department
chairs and others being effective fundraisersWeary of the alumni problems Alumni Board willing to be part of the fund raising efforts Operating budget “sufficient;” staffing “lean” Telefund, direct mail, personal solicitation successful, but
small number of alumni of record participating Faculty/staff giving at 40% is “quite good”
www.muw.edu
Advancement
Reorganized, relocated Alumni Relations & Development
Staff development
University branding and marketing
Improved prospect research
Cultivate increased giving by Alumni and Foundation Boards
Strengthen programming and strategy
www.muw.edu
Advancement
Homecoming; Affinity groups; new approach to regional events; enhanced social media
Visions significantly improved; 5000 added mailings
Improved prospect research nearly complete for top 200 potential donors; 75% have had essentially no contact with The W since graduation
Cultivate increased gifts by Alumni & Foundation Boards By-laws revisions Minimum $40 gift to be “active” Alumni
www.muw.edu
Advancement Opportunities
University mission focus
Increase Alumni Participation Rate
Volunteer engaged strategy
Donor identification and recruitment
Build foundation for success
Comprehensive campaign decision
Athletics Intercollegiate Athletics 57 of 131 years
1902: Intramural competition begins
December 10, 1907: II&C vs. Belverino (29-8)
1918: Intercollegiate athletics ceases
1907-1955: Emma Ody Pohl era
1956 – 2003 Intercollegiate athletics “modern era”
2001—Merrily Dean Baker Athletics Report
November 10, 2002: Tornado destroys PEAB
2013—Ron Jurney Facilities/Athletics Assessment
2014—ACS Report
www.muw.edu
Athletics Report
Scholarship levels (DII & NAIA) were eliminated
DIII: High quality academics, sustained enrollment
Biggest challenge: Conference affiliation
Raises name as an issue
Facility needs must be met: private fundraising
Two-part question: DIII AND Conference sports requirements
13/15 sports = 190 “new” student-athletes
Basketball M/W; Soccer M/W; Cross country M/W; Tennis M/W; Golf M/W; Volleyball; Baseball; Softball
www.muw.edu
Athletics Report—Financial Analysis
Annual Operating Budget
Net Tuition Revenue = $900,000
Annual Expenses = $1,405,939
Revenue, Less Expenses = ($513,256)
Capital Facility Improvements:
Softball: $25,000-$50,000 (not including lights)
Baseball: $2.5M to $4.0M (total facility)
Soccer: $800,000 to $1.0M (not including lights)
www.muw.edu
Athletics Opportunities
Reinstate athletics
Hire Athletics Director
Schedule for the introduction of each sport
Conference Affiliation
NCAA Division III membership
www.muw.edu
Branding:
Understanding ourselves
Campus Dialogues 2012
What we learned: Personalized learning Challenging
academics Respect for
individuals “One Long Blue Line”
Strengthening our Brand
Detailed visual identity standards
Standard color palette Licensed marks
through LRGUSA (now Learfield)
No secondary logos
Continue brand expansion opportunities
Enrollment Management
Focused on Recruitment, retention & completionFinancial Aid
Enrollment Management Council 2014
University initiative; strategy constantly evolves
Major changes campus-wide
Enrollment Management
Enrollment management guided by goals recommended by the Enrollment Management Council
Goals are approved by the President
All enrollment goal recommendations are guided by data
Data reviewed to set enrollment goals include:Overall enrollmentFull-time enrollmentFreshmen retentionTransfer retentionStudent housing occupancyGraduation rates
Enrollment Management Opportunities
Increase private giving to decrease dependence on institutional funds
Continue appropriate staffing to meet enrollment goals
Continue commitment to communication and branding initiatives in order to increase awareness of The W, interest in applying to The W, and desire to complete degrees at The W
Build a diverse student body by every measure
Funding Formula—Board of Trustees
Weights for completed credit hour production
Funding for Board priority outcomes
Attainment
Intermediate
Productivity
Operational support
Non-resident weighting
Hold-harmless provision
Performance Allocation Model 154/18/2013
Stage One: Set Funding Allocations
Stage Two: Define Weights for Completed Credit Hour Production and Allocations Among Board Priority Categories
Weights for Completed Credit Hour Production Allocations Among Board Priority Categories
Lower Division
Upper Division
Masters Doctoral
4.40 5.50University Groups
MSU, UM, USM
JSUASU, DSU,
MUW, MVSULiberal Arts, Social Science, Languages, Other 1.00 2.20
Basic Skills 1.50 Attainment Outcomes 15% 35% 40%
Business 1.00 2.20 4.40 6.60 Intermediate Outcomes 35% 30% 30%
10% 5% 0%
0% 0% 0%
40% 30% 30%
100% 100% 100%
Stop Loss Provision
-2%
Non-Resident Percentage 0.85 Board Priority Percentage 10%Total State Appropriation $333,198,810
Allocable Amount after Operational Support $308,998,810
Completed Credit Hour Production 90% Amount Allocated $278,098,929
Board Priorities 10% Amount Allocated $30,899,881
Education 1.50 2.20 2.75 5.50 Research Activity
Services 1.50 2.20 3.30 4.40 Public K-12 Education
Visual, Performing Arts 1.50 2.75 5.50 5.50 Productivity Outcomes
Trades, Technologies 2.00 2.75 4.40 5.50 Must Equal 100%
Math, Sciences 2.00 3.30 5.50 8.80
Law 2.00 2.20 4.40 4.40
Engineering 2.00 3.30 5.50 8.80
Health 2.00 3.30 5.50 6.60
Nursing 2.00 4.00 5.50 6.60
Funding Formula Opportunities
Continue to strengthen strong performance
IHL best degree completion ratio 31.6/100 FTEs
Last formula run showed The W to gain by the highest percentage
Master Plan
New buildings
New playing fields
Recommissioned buildings
Circulation and Landscape
Master Plan Opportunities
Pedestrian (safer) campus
Identified spaces for new buildings and fields
Recommissioning existing (historic) buildings
Landscape structure to include public meeting spaces
Regional Stewardship
Engaging with the region to maximize the university’s contributions to economic development, education, environmental stewardship, healthy lifestyles, and quality of life
Providing processes to focus university resources on areas of need in our region; and to identify and publicize contributions
Regional Stewardship
Health initiatives through Nursing Culinary Arts Passport to Wellness/Outreach Speech-Language Pathology Health & Kinesiology
Education initiatives such as: Governor’s School CHAMPS Science Bowl Navigating Nursing Days Kids N College College Corps
Regional Stewardship Opportunities
Organizational structure to encourage synergy, partnerships, and presence
Cultural district that encourages a sense of place that links downtown with The W
Quality of life opportunities
Strengthen education within the region
Strengthen and promote healthy living
Technology
Technology Task Force Formed Fall 2013 Tasks Performed, AY 2013-2014
– Technology Assessment and Discovery Visit, Ellucian– Discussions with peer institutions– Presentations by key campus groups– Review of findings by external consultants (AACRAO, Noel-Levitz)– Campus Survey
The Final Deliverable, Desired State of Technology– Evaluation of Current State of Technology– 23 prioritized tasks en route to the “desired state”
Campus Technology Advisory Council Formed Fall 2015– Cross-section of campus charged to assess present technology as well as to
evaluate future technologies and campus needs
Technology
Current level of completion for the 23 “Desired State” tasks
Completed – 1 Task
Substantially Completed – 5 Tasks
Initial Work Completed – 7 Tasks
Exploratory Stage / Not Started – 5 Tasks
Continuous / Ongoing – 5 Tasks
Technology
Current level of completion for the 23 “Desired State” tasks
Completed – 1 Task
Substantially Completed – 5 Tasks
Initial Work Completed – 7 Tasks
Exploratory Stage / Not Started – 5 Tasks
Continuous / Ongoing – 5 Tasks
Technology Opportunities
Continued investment in campus infrastructure
DegreeWorks implementation (process automation)
Enhanced instructional technology
Re-evaluation of PC replacement plan
Single sign-on portal
LET’S BEGIN!
IT’S THE YEAR 2021
THE CHRONICLE OF HIGHER EDUCATION
THIS ISSUE FOCUSES ON THE W
COLLEGE COMPLETIONADVANCEMENT EXCELLENCE21ST CENTURY UNIVERSITYREGIONAL STEWARDSHIP
HEADLINE #1
COLLEGE COMPLETION
HEADLINE #2
ADVANCEMENT EXCELLENCE
HEADLINE #3
21ST CENTURY UNIVERSITY
HEADLINE #4
REGIONAL STEWARDSHIP
WHAT’S THE LEAD STORY?