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2018PLAYBOOKCREATINGACOMPELLINGFUTURE

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LETTERFROMTHEPRESIDENT

Dear Friends and Colleagues:

I am proud to welcome you to the 2018 D’Youville Playbook: Creating a Compelling Future!

Less than one year ago, D’Youville’s most brilliant minds, dedicated employees and

compassionate community partners in our community ventured into a dynamic and

integrated planning process with the goal to explore, envision and unlock the future of our

institution.

Together, we studied the potential future states of higher education and myriad of

opportunities for meeting the future. In our journey, we designed a framework that will

continually strengthen our institutional capacity and support innovation. Our Adaptive

Planning Framework will allow us to achieve what was considered improbable or

impossible—and even yet to be imagined when we began planning. We reframed the

boundaries of what’s possible through team and group work, brainstorming, workshops,

town halls, site visits, salons, panels with industry-leading experts, discussions with futurists,

slams, pitches, huddles, and open talk backs. Our Adaptive Planning Framework will allow

us to achieve what was considered improbable, or impossible, even yet to be imagined.

It comes from our commitment to excellence and quality. During the strategic planning

process, we found a new rhythm that works for our institution. It’s about finding better

ways to do things. We strive to get better at things that are important to us and the lives

we touch, and so a need to change our fixed planning process became evident. We have

adopted an Adaptive Planning Framework that is continuous and inclusive. It is driven by

purpose and allows all people within our organization to participate in planning anytime

because they are not only motivated as employees to see our students succeed, but also

because they have a self-directed, inner-drive, and are connected to a cause that is larger

and more meaningful than any single individual. With the Adaptive Planning Framework, we

are writing down crazy ideas that will inspire us to ideate convergences and breakthroughs

that may someday metamorphosize into something radically new and transformational

across the planet.

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What resulted from this work of many are overarching priorities, a continuous process of input, and ‘moonshot’ ideas

that are bold and destined to achieve great impact on the world. The overarching priorities, which each D’Youville

faculty, staff and administrator will help achieve will be manifested as audacious innovations in the years to come. They

include enriching educational excellence through rigorous academic programs tied to real world situations that allow

students to experience new things and gain perspectives; enhancing the student experience through one-on-one

attention received by each student from faculty mentors, academic advisors, financial solvers to career coaching that

keeps students on the cutting edge of education and consequential personal development as engaged scholars and

active civic leaders; and expanding opportunity and building community by improving access to a quality education

for many more people through multiple access points including online, onsite, off-site, at the worksite, and in small bites

to best fit the diverse needs of today’s student and employers, while working closely with neighbors around shared

experience to fix what is wrong, on our way to a thriving, healthy community for all.

As an institution, we understand that the work we have ahead in preparing our students for life in today’s knowledge

economy is ever-changing and the global challenges that surround us require radical solutions. We have made a

commitment that nothing on this planet (or off this planet) is out of reach. As an institution, we are tackling seemingly

impossible goals like conquering the mounting caregiver shortage by building a healthcare hub, firmly rooted in our

community that takes a four-prong approach – interprofessional practice, interprofessional simulation, team-based

support, and a K12-to-work pipeline. This is a moonshot idea that will change the world!

I am grateful to the many people who engaged in this strategic planning process, shaping the contents of the D’Youville

Playbook, and enabling the roll-out of a dynamic guide for the future. Together we have turned traditional problem

solving on its head. We have challenged ourselves to dream big, to think out of the box, and refuse to be limited by

our current understandings of ‘how things are’ in creating a vision of the future. I encourage your continuing steadfast

participation in Creating A Compelling Future together and supporting of our students both inside and outside of the

classroom so that they may courageously contribute to society over the course of their lifetimes.

With warmest regards,

Lorrie A. Clemo, Ph.D.President

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TABLEOFCONTENTS

Letter from the President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

The Mission Drives our Direction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Our Heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11-12

Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Strategic Outcomes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

2017/2018 STRATEGIC INPUT PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

AN INFORMED DIRECTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

ASSESSING OUR PROGRESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

THE HIGHER EDUCATION LANDSCAPE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

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A NEW STRATEGIC PLANNING PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

PRIORITY I: ENRICHING EDUCATIONAL EXCELLENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

1 .1 Developing Robust Academic Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21-22

1 .2 Updating our General Education Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23-24

1 .3 Enhancing the Student Learning Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

1 .4 Growing Student Enrollment and On-Time Degree Completion . . . . . . . . . . . . . . . . . . 26-27

1 .5 Building Purposeful Community and Service Learning . . . . . . . . . . . . . . . . . . . . . . . . . 28

1 .6 Expanding the Capacity for Research and Scholarship . . . . . . . . . . . . . . . . . . . . . . . . . 29

PRIORITY II: ENHANCING THE STUDENT EXPERIENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

2 .1 Accelerating Ubiquitous Online Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30-31

2 .2 . Implementing A Work-College Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

2 .3 Strengthening Our Recreational and Intercollegiate Athletic Programs . . . . . . . . . . . 33

2 .4 Growing an Integrated Network of Strategic Partnerships . . . . . . . . . . . . . . . . . . . . . . 34-35

2 .5 Developing a Learning Commons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36-37

2 .6 Creating a Positive Campus and Student Identity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

2 .7 Building an Advocacy Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

PRIORITY III: EXPANDING OPPORTUNITY AND COMMUNITY IMPACT . . . . . . . . . . . . . . . . . . . . . 40

3 .1 Preserving our Catholic Heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

3 .2 Expanding Community Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

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3 .3 Advancing Diversity, Equity, and Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

3 .4 Developing K12 Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44-45

3 .5 Supporting Professional Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

3 .6 Sponsoring Faculty & Staff Opportunity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

3 .7 Identifying New Forms of Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

3 .8 Increasing Fundraising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

3 .9 Crafting a Campus Master Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50-51

3 .10 Creating a Campus Mural and Public Art Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52-53

3 .11 Adopting a Meals-On-Wheels Route . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

3 .12 Coordinating a “Last Mile” Scholarship Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

D’YOUVILLE MOONSHOTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

4 .1 Creating a D’You App . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

4 .2 Building a Community-Based Health Professions Hub . . . . . . . . . . . . . . . . . . . . . . . . . 58

4 .3 Opening a Fit & Fun Recreation Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

4 .4 Launching a Mobile Wellness Clinic . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

4 .5 Introducing a Mobile Virtual Simulation and Healthcare Career Recruitment Center . . . 61

4 .6 Establishing a Veteran Resource Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

4 .7 Creating an Arts, Performance & Media Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

4 .8 Building a Student Union . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

4 .9 Designing a Conference Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

4 .10 Designing a Green Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

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4 .11 Establishing an Entrepreneurial Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

4 .12 Opening a Childcare Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

4 .13 Establishing a West Side Laboratory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

4 .14 Becoming the Wellness Capital of the Region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

4 .15 Building a Community Impact Center in Haiti . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Cost References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72-79

Explanation of Return on Investment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80-86

Strategic Planning Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

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INTRODUCTIONThe 2018 D’Youville Playbook encapsulates the energy found at this critical and exciting time on our campus. It summarizes our institutional aspirations to better serve our students and community and includes our current “Moonshot Ideas.” Currently, the campus is undergoing many vital updates, both in the renovation of its physical spaces and in the very ways we work. These crucial improvements are highlighted in the first three priorities. The last priority highlights our “Moonshot Ideas”: ambitious, exploratory and ground-breaking projects imagined by the diverse D’Youville community.

OURDIRECTIONALIGNSWITHOURMISSION

MISSIONWhy We Exist

VISIONWhat We Want to Be

VALUESWhat’s Important to Us

PRIORITIESCurrent Areas of Focus

STRATEGIESHow We Will Achieve Our Priorities

INITIATIVESOur Action Items

STRATEGIC OUTCOMESInstitutional Distinctions Purposeful Partnerships

Student Success Community RenewalShared Prosperity

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OURHERITAGEThe Grey Nuns founded D’Youville in 1908 and named it for their patron Saint Marie-Marguerite d’Youville. It was the first college in Western New York to offer baccalaureate degree programs for women. In the first semester that D’Youville opened its doors, nine women enrolled in the school’s liberal arts curriculum. All of their classes were held in the four-story red brick building known today as the Koessler Administration Building and still the core of D’Youville.

MISSIONOur Mission is our why; it is derived from our heritage.

D’Youville is an independent institution of higher education that offers baccalaureate and graduate programs to students of all faiths, cultures, and backgrounds. D’Youville honors its Catholic heritage and the spirit of St. Marguerite d’Youville by providing academic, social, spiritual, and professional development in programs that emphasize leadership and service. D’Youville teaches students to contribute to the world community by leading compassionate, productive, and responsible lives.

VISION

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PRIORITIESOur priorities are leadership-chosen areas of high interest.

This 2018 strategic planning cycle aimed to address three main priorities:

1. Enriching educational excellence in an equitable and inclusive environment. This includes fostering and maintaining robust academic programs and revising our General Education Program.

2. Enhancing the student experience to ensure that it serves as an intellectual incubator for educational excellence and consequential student development. This includes implementing a work-college model, strengthening our athletic programs and augmenting our strategic partnerships.

3. Expanding opportunity and community impact to set in motion the necessary steps to achieve sustained prosperity to bolster community contribution. This includes our Catholic Heritage, community engagement recognition, diversity, equity and inclusion, professional development, fundraising and advancement and a campus master plan.

An additional category was created to house “Moonshots” - Mounting ambitious, exploratory and ground-breaking projects that embody the unique identity (“brand”) of D’Youville and distinguish it from other local or comparable institutions of higher learning.

VALUESOur values are informed by our heritage, mission and vision.

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STRATEGIESOur strategies will be used to achieve our priorities.

We are using three strategies to aim to achieve our priorities: 1 . BUILD

What programs and resources will allow us to grow sustainably and create vibrant student experiences while also responding to the needs of the community?

2 . AFFILIATE What partnerships—online, business, education—can provide us with new resources and assets while expanding student-learning experiences?

3 . INNOVATE How do we innovate to become a sustainable, responsive and thoughtful institution?

INITIATIVESOur initiatives are activities that help us to achieve our strategic priorities. PRIORITY1:ENRICHINGEDUCATIONALEXCELLENCE

1. Developing Robust Academic Programs2. Updating Our General Education Program3. Enhancing Student Learning Experience4. Growing Student Enrollment and On-Time Degree Completion5. Building Purposeful Community and Service Learning6. Expanding the Capacity for Research and Scholarship at D’Youville

PRIORITY2:ENHANCINGTHESTUDENTEXPERIENCE

1. Accelerating Ubiquitous Online Learning2. Implementing a Work-College Model3. Strengthening Spirited Recreational and Intercollegiate Athletic Programs4. Growing an Integrated Network of Strategic Partnerships5. Developing a Learning Commons6. Creating a Positive Campus and Student Identity7. Building an Advocacy Center PRIORITY3:EXPANDINGOPPORTUNITYANDCOMMUNITYIMPACT

1. Preserving Our Catholic Heritage 2. Expanding Community Engagement3. Advancing Diversity, Equity & Inclusion4. Developing K12 Partnerships5. Creating External Professional Development6. Sponsoring Faculty & Staff Opportunity 7. Identifying New Forms of Revenue8. Increasing Fundraising 9. Crafting a Campus Master Plan10. Creating a Campus Mural and Public Art Plan11. Adopting a Meals-On-Wheels Route12. Coordinating a “Last Mile” Scholarship Fund


D’YOUVILLEMOONSHOTS

1. Creating a D’You App2. Building a Community-Based Health Professions Hub3. Opening a Fit & Fun Recreation Center4. Launching a Mobile Wellness Clinic5. Introducing a Mobile Virtual Simulation and Healthcare Career Recruitment Center6. Establishing a Veteran Resource Center7. Creating an Arts, Performance & Media Center8. Building a Student Union9. Designing a Conference Center10. Designing a Campus Green Space11. Establishing an Entrepreneurial Center12. Opening a Childcare Center13. Establishing a West Side Laboratory14. Becoming the Wellness Capital in the Region15. Building a Community Impact Center in Haiti

CRITERIA

Our criteria are how we evaluate proposed initiatives. Each of the initiatives presented must have met the following criteria:1. Positive impact for students.2. Supports D’Youville’s mission.3. Contributes to enrollment and revenue growth.4. The ideas are demonstrable and measurable.5. Adheres to the 3-5-year timeline (priorities 1-3 only). STRATEGICOUTCOMES

Our strategic outcomes are the impact of our initiatives.1. Institutional distinction2. Purposeful partnerships3. Student success4. Community renewal5. Shared prosperity

INITIATIVESCONTINUED


2017/2018STRATEGICINPUTPROCESS

Prior to 2017, the interim President developed a plan to transition to the President, Dr. Lorrie Clemo. Many of the ideas from that plan were folded into this year’s planning process. Starting in 2017, D’Youville’s Board of Trustees laid the groundwork, including compiling a 5-year business plan; performing a campus study to identify our position; and performing a 15-month SWOT analysis.

OUR2018PLANNINGPROCESSHADTHREEOBJECTIVES:

1. To assess the progress made by D’Youville, particularly in the last decade.

2. To better understand the rapidly changing landscape of higher education and D’Youville’s position in that landscape.

3. To help D’Youville chart a course that reinforces existing strengths, offsets vulnerabilities and invents new capabilities for long-term sustainability.

Throughout 2017 and 2018, the college engaged in a series of meetings, town halls, Presidential Salons, alumni gatherings, task forces, ecosystems, board meetings and retreats that focused on generating ideas and planning for our future. This past Summer, the 40-member Strategic Planning Committee organized and consolidated these ideas. In June, an off-site strategic planning retreat enabled the group to review their progress and to develop and share one key “Moonshot Idea.” The proceedings of this retreat, including all the Moonshot Ideas, were documented for presentation to the main Strategic Planning Committee, which ranked and prioritized them. The final, polished initiatives are detailed in this update.


COMPREHENSIVETIMELINE

January 2017 Preparation and identified who was the be involved.

February - May 2017 Presidential Salons are conducted with the College Community.

June – July 2017 President’s Council Planning meetings.

September 2017 Mission, vision, and core values are clarified.

September – January 2017 Board of Trustees Strategic Planning meetings take place.

October 2017 Current and future priorities are identified.

February 2018 A Town Hall focused on Strategic Planning is conducted.

March 2018 Issues and goals are identified; Alumni and Community Planning meetings occur.

April 30, 2018 Full Committee/Teams convened for the initial meeting.

May/June 2018 Teams met at least twice for full working sessions.

June 11, 2018 Full Strategic Planning Committee/Teams retreat to develop ‘Moonshot Ideas’.

June 28, 2018 Strategic Planning Steering Committee reviewed and prioritized ideas.

July 2018 Strategic Planning Process and Ideas discussed at President’s Council.

September 2018 A Strategic Planning Sharepoint site is developed with a dropbox for the campus to provide input and further ideas.

Fall 2018 The 2018 D’Youville Playbook is presented to the campus at a D’Youville Community Town Hall.

Fall 2018 The 2018 D’Youville Playbook is added to Watermark.

November 2018 The 2018 D’Youville Playbook is submitted to the Board of Trustees for Approval.

January 2019 The 2018 Strategic Plan Update is executed. The Dropbox remains open for submissions all year long.


ANINFORMEDDIRECTION For over one hundred years, D’Youville has aimed to be a compassionate place of learning for all who pass through our doors, including those from underrepresented populations. We have always excelled in helping students reach their career goals and in instilling the needed character to become agents of change in their lives and in their communities. Our Catholic, service-oriented and caring history continues to inform us in our everyday work and in our strategic planning efforts. Our future goals include rededicating ourselves to D’Youville’s original mission while bringing that mission to the heart of the community that surrounds us. We will seek to guide young, uninformed students in our community toward academic programs that lead to successful and meaningful careers. We will expand our educational opportunities to prepare students to meet the rapidly changing demands of the 21st-century workplace and to encourage life-long learning. We have identified several key pathways to meeting these goals. We can grow our net tuition revenue by improving our value proposition, increasing our enrollment,

and by creating new online programs. We can reduce expenses by assessing operational efficiency, correcting non-performing academic and administrative programs and assessing current contracts. We can grow our distinction by investing in service-oriented projects, such as our Health Professions HUB, Professional Development Office, and expanding Community and Service-Based Learning. We can grow our graduates by improving our persistence and student success initiatives through a new Student Success Ecosystem. Finally, we know that we can capitalize on the expertise of outside groups through partnerships that are mutually beneficial for all parties. These are the bold building blocks—online programs, the Health Professions HUB, responsive academic programs, the Student Success Ecosystem, and community and global partnerships—that will help us attain these institutional goals. This section reviews our heritage, mission and vision; provides an opportunity for us to assess our progress and to examine the higher education landscape; details our new method of strategic planning; and presents our three priorities before identifying the strategies we will deploy to achieve those priorities.


ASSESSINGOURPROGRESSAlthough we have a long way to go, we have also made great progress towards our goals. The summer of 2018 saw the completion of campus renovations designed to maximize student success. Our Student Solutions Center combined the offices of the Registrar, Student Accounts and Financial Aid in a centralized service space. The Student Success Center was created to provide easy access for career and professional engagement, academic advising and planning, transfer services and retention services. In addition to these two major developments, the Interprofessional Education and Simulation Center was created to train learners to work as valuable members of an interprofessional team.

There were also many points of recent progress before the summer of 2018. These include:

1. The development of the Intensive English Program.2. The approval of several new programs, including an online Master’s in Nursing, a Long-

Term Care Administration certificate and a Health Professions Education doctorate. 3. The renewed emphasis on interprofessional education; diversity, equity and inclusion;

and career services. 4. New hires in several key areas:

a. The hiring of a Vice-President of Institutional Effectiveness. b. The hiring of a Dean of Online Learning and the focus on online learning as a

growth strategy.c. The new emphasis on faculty development and the hiring of a Director of the newly

formed Institute for Teaching Innovation.d. The hiring of a Dean of Students and a Director of Freshmen.

5. Partnerships with area K-12 schools and articulation agreements with local colleges. 6. Receiving $5 million from New York State through the Higher Education Capital

(HECap) Matching Grant Program for construction of the Health Professions Hub.7. Achieving full accreditation in all twelve accredited programs. D’Youville has consistently fulfilled its claim of being student centered. Student services provide emotional and physical support through freshman focus and the mentoring program, campus clubs, residence life programming, athletics, mental health counseling, multicultural affairs, career services and campus ministry. Campus ministry has continually sought to engage students in meaningful community projects. Recently, Campus Ministry sponsored a trip to New Orleans to help rebuild after hurricane Katrina, and it is now looking to expand these rebuilding efforts to Puerto Rico. The personal counseling center teaches stress reduction and other coping skills and has also created space for therapy dogs to help students manage stress. Athletics has expanded their offerings and now offers 14 varsity sports. These services help make up the total D’Youville experience, leading to the kind of institutional pride and sense of belonging that ties students to D’Youville during their work here and long after they have graduated.


THEHIGHEREDUCATIONLANDSCAPEThe landscape of higher education looks very different today than it did even a decade ago. The changes presently underway are largely driven by globalization and an increased emphasis on technology. They will continue for the foreseeable future. Some people estimate that by 2020, the traditional university—a hierarchical, geographically based institution—will no longer dominate the landscape of higher education. Moreover, while some traditional, lecture-based classes will continue, many classes will be hybridized (i.e., include a combination of online and in-class instruction), and professors will combine lecture with group and individual project-based learning.

These changes, both to the fundamental structure of the college / university and to traditional pedagogical methodologies, while daunting, are also opportunities for us. They may also help smaller colleges and universities survive.

OPPORTUNITIES

• A global and technology-centered (and centric) economy calls for educational

reform and especially outreach: Education must be accessible to many different and hitherto underserved populations, e.g., populations living in remote communities, women from areas of the world where the education of girls is not standard, displaced populations and refugees.

• To meet the knowledge and skill requirements of the workplace, graduates need a high-quality education that balances professional skills with a strong grounding in the liberal arts and sciences.

• College graduates—as well as those with post-graduate degrees:

• expect to gain experience with technology through its integration into the learning experience.

• expect education to be a collaborative venture. Through such a model of education, graduates also learn to work collaboratively.

• value diversity and seek to work beyond borders.

• High School students—interested in earning transferable college credit or wanting to explore career opportunities—early college bridge programs help students transition from high school to college.


ANEWSTRATEGICPLANNINGPROCESSAs a campus, we should never stop discovering better ways to learn and work, which is why we have decided to renew our strategic planning process. Instead of a closed-door, infrequent planning process, we are evolving strategic planning to be a living document and continuous input process from the entire campus community. We are adopting a new adaptive planning process that forms the basis for a data-informed, strategic approach to creating focus and purpose across D’Youville, aligning long-range plans to the critical daily work of teaching and learning, managing limited resources and making decisions that move the college toward achieving its vision, mission, aspirations and strategic goals. This new approach also helps the campus to meet Middle States Standard VI.

1. GOALSANDPRIORITIES:Together with the Board of Trustees, the president and senior leaders will establish clear goals and priorities for the college and will routinely review key priorities to determine if priorities need to be changed or added, or previous priorities need to be archived.

2. INCLUSIVEPARTICIPATION:All college stakeholders will have the opportunity to shape college priorities and submit ideas under the new adaptive planning framework. Our adaptive planning process encourages participation by urging college stakeholders to propagate priorities and submit ideas at any time via a virtual drop box.

3. ALIGNPRIORITIESWITHDAILYWORK:The Strategic Planning Working Group will review new ideas submitted by campus stakeholders monthly, for goal and priority alignment using the following criteria:

a. Should be strategic in nature, vs. operational.b. Positive impact for students.c. Supports D’Youville’s mission/vision/values.d. The ideas are demonstrable and measurable.e. Adheres to the 3-5-year timeline (priorities 1-3 only).f. The Strategic Planning Working Group will help translate individual and unit/

departmental goals and priorities into observable behaviors and concrete action steps and will forward ideas for college level priorities to leadership. If the ideas require more details or are operational in nature, the Strategic Planning Working Group will contact the sender for additional information or for assistance in developing this idea within the framework of a particular operational plan.

4. OPENCAMPUSREVIEWPERIOD: If an idea is identified as a college level priority to be considered by leadership, the idea will be posted for a one-month period for campus input on the Strategic Planning Sharepoint Site. This input process will provide an opportunity for the campus to weigh in on the idea and to indicate if a campus unit is already working on something similar or in contrast.


5. LEADERSHIPREVIEW: If the ideas are richly elaborated, are strategic in nature and meet the set criteria described above, they will be forwarded to leadership for prioritization. Designated priority ideas will be added to the rolling Strategic Planning Sharepoint Site and non-priority ideas will be added to an Idea Archive for development at a later date.

6. THED’YOUVILLEPLAYBOOK: A yearly D’Youville Playbook will be published in a reader-friendly format. The annual playbook will compile the priorities, initiatives, and tasks identified for the next budget year.

7. IDEATIONHUDDLE: Additionally, D’Youville will host a yearly retreat-like “huddle” for campus community members to brainstorm ideas and review progress on current projects. It will also offer an opportunity to bring our goals and priorities into context for planning teams, units, departments and individuals across the college.

1GOALS &

PRIORITIES

Clear goals and priorities will be

established by the Board of Trustees,

President and senior leaders

that will be routinely reviewed

to determine if any need to be

changed, added or archived.

2INCLUSIVE

PARTICIPATION

The campus community will

have opportunities to submit ideas online that can

help shape the new adaptive strategic

plan.

3 ALIGNING

PRIORITIES WITH DAILY WORK

4OPEN CAMPUS

REVIEW PERIOD

5LEADERSHIP

REVIEWTHE D’YOUVILLE

PLAYBOOK

6IDEATION HUDDLE

The Strategic Planning

Working Group will review new ideas submitted

by campus stakeholders monthly, for

goal and priority alignment.

New ideas will be posted online for one month for the

campus community to weigh in on.

If the ideas meet the set criteria, they

will be forwarded to leadership for

prioritization. Designated priority ideas will be added

to the rolling Strategic Plan and non-priority ideas will be added to an

Idea Archive for development at a

later date.

A yearly D’Youville

Playbook will be published in a reader friendly

format. The annual playbook

will compile the priorities,

initiatives, and tasks identified for

the next budget year.

7Campus

community members are invited to a

yearly retreat-like “huddle” for campus to

brainstorm new ideas, goals, and

priorities as well as review progress on

current projects.


PRIORITYI:ENRICHINGEDUCATIONALEXCELLENCEWeaimtoenricheducational

excellenceinanequitableand

inclusiveenvironment .Thisincludes

developingrobustacademicprograms,

revisingandupdatingourGeneral

EducationProgram,andenhancing

thestudentlearningexperience .The

followingfocusareasandtasksdetail

howweareaimingtoachievethis

priorityrightnow .

PRIORITY1INITIATIVES:

1. Developing Robust Academic Programs2. Updating Our General Education Program3. Enhancing Student Learning Experience4. Growing Student Enrollment and On-Time Degree Completion5. Building Purposeful Community and Service Learning6. Expanding the Capacity for Research and Scholarship at D’Youville

1 .1DEVELOPINGROBUSTACADEMICPROGRAMS

D’Youville educates students for life through a combination of first-rate academic programs and experiential learning and community service opportunities. Developing robust academic programs requires attention in a variety of academic areas, including new program development, strengthening existing programs and developing academic partnerships that could assist us in enlarging and diversifying our existing portfolio. [From the 2018 Planning Process]


TASKS:

1. Implement Courseleaf software for catalog, curriculum and scheduling to improve our institution’s academic management system.

2. Improve and streamline the academic program creation process.

3. Submit 2-3 new programs to NYSED each year in a diversified portfolio, including

• an interdisciplinary module-based program that has interchangeable modules/certificates that would allow students to customize their course experience;

• an Environmental program that partners with local not-for-profits to benefit our water ways and nature preserves;

• a Community Leadership and Organizing program that provides essential tools and knowledge for careers that advance communities and promote social change;* and

• STEM-based programs in engineering and computational sciences.

* The program in Community Leadership and Organizing would catalyze unique partnerships between D’Youville and community organizations. Additionally, by engaging in service-learning experiences with these organizations students would receive valuable real-world experience while continuing to benefit from faculty oversight and mentorship. A similar program is already successful at the University of Baltimore.

4. Develop a “Future Program Trends Generator” to study the future of work and careers, to propose new programs and to propose updates to current programs.

5. Create a culturally responsive honors program.

6. Strengthen existing programs through academic program “ramp-up” retreats that encourage attendees to reimagine their program and identify intellectually challenging goals.*

*The Dietetics program offers an exemplary model of academic program “ramp up” in its recent introduction of the food truck, lunch counter, nutrition seminars and food prep, especially for West Side residents, as well as in its publication of food reviews and cookbooks, and in its promotion of scholarship on food and culture.

7. Create a marketing plan to support existing programs.

8. Partner with an online program manager to create online programs.

9. Develop academic partnerships to expand and enhance our programs, enrollments and reputation, including partnering with out-of-region/ international partners to expand program offerings and partnering with schools in different countries for cross-school study abroad and out-of-region program offerings.

10. Develop a model to determine each program’s demand and capacity and allocate resources accordingly.


TASK TIMEFRAME/FREQUENCY

RESPONSIBLEPARTY

STRATEGY ESTIMATEDROI

COSTESTIMATION

1 . Implement Courseleaf Fall 2018 VPAA Build $115,000-$125,000

2 . Improve the academic program creation process .

Fall 2018 VPAA Build (see cost references)

3 . Submit 2-3 new programs to NYSED each year .

Each year VPAA Build $1,000-$10,000

4 . Develop a “Future Program Trends Generator” .

Launch Fall 2020

VPAA Build Unquantified

5 . Create a culturally responsive honors program .

Launch Fall 2019

VPAA Build $10,000-$40,000

6 . Ramp up existing programs . Summer 2019 VPAA Build N/A

7 . Develop an operational marketing plan .

Spring 2019 VPSAEM Build N/A

8 . Partner with an online program manager to create online programs .

Completed DOL Affiliate N/A

9 . Develop academic partnerships . Spring 2019 VPIEP Affiliate $1,000-$2,000

10 . Develop program demand and review model .

Spring 2019 VPAA Build $1,000-$2,000

1 .1DEVELOPINGROBUSTACADEMICPROGRAMS


1 .2UPDATINGOURGENERALEDUCATIONPROGRAM

At the heart of a D’Youville education is a General Education program rooted in the mission and heritage of the institution and responsive to the needs of our global society as well as to changing trends in the landscape of higher education. [From the 2018 Planning Process]

TASKS:

1. Create and approve a plan for a distinct general education program that is responsive to the needs of both our immediate, West-side community and our global society; reduces the number of general education credits required to graduate while continuing to foster the core values of a liberal education; provides clear and visible pathways between general education requirements and degree requirements; and that acknowledges the unique challenges faced by transfer students.

2. Faculty-designed innovative courses for the general education curriculum through a supportive means—e.g., holding a course design retreat for the faculty.

3. Develop a process for designing and implementing interdisciplinary and team-taught courses; and develop a way for faculty to team-teach fully loaded classes or to collaborate, perhaps via dual-appointments, in other departments.

4. Develop a better process for general education data collection and dissemination. Create a process to gather more meaningful data, monitor analytics and report on GE to track student progress and curricular effectiveness. This information can also be used to apply to grants.

5. Redesign first-year experience and orientation; and redesign orientation to address transfer students. 6. Develop a protocol for keeping general education innovative and current.7. Value faculty engagement in the general education curriculum, outcomes and student portfolio through the tenure and promotion

process. 8. Develop an ePortfolio process and system.


1 .Approveaplan . Fall 2018/Completed

VPAA Build N/A

2 .DesigncoursesforthenewGeneralEducationPathways .

Fall 2018/In Progress

VPAA Build $25,000-$50,000

3 .Establishaprocessfordevelopingandimplementinginterdisciplinaryandteam-taughtcourses

Spring 2019 VPAA Build, Affiliate

$12,000-$25,000

4 .Developabetterprocessforgeneraleducationdatacollectionanddissemination .

Spring 2018/Ongoing

VPAA Build Exists -Colleague/ B.O.

5 .Redesignfirst-yearexperienceandorientation .


VPAA, VPSAEM Build $30,000-$50,000

6 .Developprotocolstokeepgeneraleducationinnovativeandcurrent .


VPAA Innovate $3,000-$6,000

7 .Valuefacultyengagement . Spring 2020/Ongoing

VPAA Build N/A

8 .DevelopanePortfolioprocessandsystem .

Fall 2020 VPAA Build Various


RESPONSIBLEPARTY


COSTESTIMATION

1 .2UPDATINGOURGENERALEDUCATIONPROGRAM


1 .3ENHANCINGTHESTUDENTLEARNINGEXPERIENCE

The student learning experience will be improved through quality teaching of the faculty. Efforts to engage faculty in innovative, best-practice pedagogies will have a positive impact on the student experiences as well as student outcomes including persistence and completion rates. [From the 2018 Planning Process]

TASKS:

1. Create a physical teaching and learning center (Institute for Teaching Innovation) to support faculty in the teaching and learning process.

2. Encourage and support faculty implementation of high-impact practices, i.e., teaching and learning practices that have been widely tested and have been shown to be beneficial for college students from many backgrounds. Include high-impact practices in course evaluations. Offer programming on high impact practices.

3. Increase affordable international experiences.

1 .CreateaphysicalInstituteforTeachingInnovation .

Spring 2019 VPIEP, VPO Build $180,000

2 .Includehigh-impactpracticesincourseevaluations .

Fall 2020 VPAA, VPIEP Build N/A

3 .Increaseaffordableinternationalexperiences .

Fall 2019 VPAA Build **


RESPONSIBLEPARTY


COSTESTIMATION


1 .4GROWINGSTUDENTENROLLMENTANDON-TIMEDEGREECOMPLETION

By improving access and opportunity, D’Youville seeks to enroll, retain and graduate a larger and more diverse student body engaged in academics in a thriving learning community and at an institution that meet students’ educational goals. [From the 2018 Planning Process]

Tasks:

1. Implement the recently developed Strategic Enrollment Management Plan.

2. Orient the Student Success Center toward retention improvement.

3. Create pathways that support transfer students, including redesigning the transfer mentoring program and implementing retention software.

4. Create innovative financial aid strategies including financial literacy, emergency funding and shared commitment, including an appropriate Financial aid planning model for the onboarding of Transfer Students aimed at increasing degree completion by 1% per year.

5. Develop academic pathways aimed at improving progression to degree attainment, including a third-year pathway program to increase graduation rates by 1%.

6. Improve access and opportunity for traditional and non-traditional students through need- and merit-based funding. Increase private sources of funding.

7. Align marketing efforts with enrollment trends of on-ground and online degree programs to ensure enrollment capacity is reached.

8. Enroll a larger and more diverse student body by developing Early College Bridge Programs, strengthening institutional partnership agreements to encourage transfers, aligning recruitment plans for both traditional and non-traditional students, involving faculty and staff in recruitment, encouraging college units and academic programs to create learning communities, and annually aligning recruitment plans with state demographics to increase the diversity of the student body to mirror ethnic, racial, economic, geographic, physical abilities and family educational backgrounds.

9. Campus Promise/Rebrand - Create strategies based on a set group of principals the college will adhere to from recruitment through graduation. Revitalize brand from the inside out including messaging, campaign(s), eventually logo and tagline.


1 .ImplementtheStrategicEnrollmentManagementPlan .

Implemented Fall 2018 / Completed

VPSAEM Build N/A

2 .OrienttheStudentSuccessCentertoretentionimprovement .

Fall 2018/ Ongoing

VPIEP Build N/A

3 .Createpathwaysandsupportfortransferstudents .

Fall 2018/ Ongoing

VPIEP Build Exists/ Colleague/ SharePoint

4 .Createinnovativefinancialaidstrategies .

Implemented Fall 2018 / Completed

VPSAEM Build $20,000-$60,000

5 .Developacademicpathways . Fall 2018/ Ongoing

VPIEP Innovate HUB/ Degree Stacking

6 .Improveaccessandopportunity . Implemented Fall 2018 / Completed

VPSAEM Build Scholarship Universe

7 .Alignmarketingeffortswithenrollmenttrends .

Ongoing/ Completed

VPSAEM Build Exists/Marcom

8 .Enrollalargerandmorediversestudentbody .

VPSAEM Build Net Benefit: $700,000-$800,000

9 .CampusPromise/Rebrand Fall 2019 VPSAEM, VPO Build $600,000-$1,000,000


RESPONSIBLEPARTY


COSTESTIMATION

1 .4GROWINGSTUDENTENROLLMENTANDON-TIMEDEGREECOMPLETION


1 .5BUILDINGPURPOSEFULCOMMUNITYANDSERVICELEARNING

Community engagement pedagogies, often called “service learning” pedagogies, combine learning goals and community service in ways that can enhance both student growth and the common good. [From the 2018 Planning Process]

TASKS:

1. Develop a campus site/unit for coordinating all community- and service-based learning initiatives at D’Youville, including maintaining relationships with local partners, advertising opportunities to students and faculty, supporting faculty in understanding and using service-learning pedagogy, coordinating students and tracking data.

2. Use community service and service learning opportunities to teach social justice, global awareness and activism that connect visibly to the mission of the college.

3. Link with Community Engagement efforts (3.2).

1 .Develop a unit to coordinate all community- and service-based learning.

Spring 2019 CMO, VPAA Build $90,000-$120,000

2 .Connect community and service learning to social justice, global awareness and activism.

Spring 2019 CMO Build $13,000-$17,000

3 .Link with Community Engagement efforts (3.2).

Spring 2019 CMO, VPAA Build n/a


RESPONSIBLEPARTY


COSTESTIMATION


1 .6EXPANDINGTHECAPACITYFORRESEARCHANDSCHOLARSHIP

Research and Scholarship will be an essential component of D’Youville University. The capacity to conduct research and scholarship is essential to ultimately attract students who will contribute new knowledge and innovation to tomorrow’s world. That capacity is also essential to attracting highly qualified faculty and supporting them as they seek funding to build D’Youville’s research capabilities. Finally, establishing the capacity and culture for research and scholarship confirms to the external research community that research endeavors and their funding will be successful. [Submitted by Bob Drobitch, Pharmacy]

TASKS:

1. Perform a SWOT or other analysis for our capacity to conduct research and scholarship. We may need to hire a consultant who has experience guiding other institutions in such capacity.

2. Create a work plan to develop a culture of research and scholarship. 3. Organize an implementation team to begin on the work plan.

1 .Perform a SWOT or other analysis for our capacity to conduct research and scholarship. We may need to hire a consultant who has experience guiding other institutions in such capacity.

Fall 2019 VPAA Build $5,000 (with consultant, $55,000-$65,000)

2 .Create a work plan to develop a culture of research and scholarship.

Spring 2020 VPAA Build n/a

3 .Organize an implementation team to begin on the work plan.

Spring 2020 VPAA Build n/a


RESPONSIBLEPARTY


COSTESTIMATION


PRIORITYII:ENHANCINGTHESTUDENTEXPERIENCEWeaimtoenhancethestudent

experiencetoensurethatit

servesasanintellectualincubator

foreducationalexcellenceand

consequentialstudentdevelopment .

Thisincludesawork-college

model,spiritedrecreationaland

intercollegiateathleticprograms

andanintegratednetworkof

strategicpartnerships .Thefollowing

focusareasandtasksdetailhowwe

areaimingtoachievethispriority

rightnow .


1. Accelerating Ubiquitous Online Learning2. Implementing a Work-College Model3. Strengthening Spirited Recreational and Intercollegiate Athletic Programs4. Growing an Integrated Network of Strategic Partnerships5. Developing a Learning Commons6. Creating a Positive Campus and Student Identity7. Building an Advocacy Center

2 .1ACCELERATINGUBIQUITOUSONLINELEARNING

Online Learning is a growth strategy for the college. In order to meet the goal of enrolling 1000 more students, the Office of Online Learning will need to enhance staffing and resources to support the increased number of online students and faculty, as well as to work on experimental hybrid classroom projects and online projects, such as online professional development and MOOCs. [From the 2018 Planning Process]


TASKS:

1. In order to best support the growing online faculty and student needs, online learning will need to perform a staff and resources assessment to indicate current and future needs based on enrollment milestones that require additional staffing and support.

2. Develop an operational plan for online learning that indicates enrollment milestones and timeframes for increased resource needs.

3. Partner with an online program manager to create online graduate programs.

4. Develop an online campus to manage marketing, enrollment, and support for thousands of students from around the world.

5. If appropriate, make every class available online.

1. Perform needs assessment. Fall 2018/Annual/Com-

pleted

DOL Build N/A

2. Develop an operational plan. Spring 2018/Annual/ Com-

pleted

DOL Build N/A

3. Partner with online program manager and develop graduate online programs.

Fall 2018/Completed

DOL Affiliate Revenue Sharing Agreement

4. Develop online campus. Fall 2021 DOL Innovate Revenue Sharing Agreement

5. If appropriate, make every class available online.

Fall 2021 DOL Innovate Unknown


RESPONSIBLEPARTY


COSTESTIMATION


2 .2 .IMPLEMENTINGAWORK-COLLEGEMODEL

Work Colleges offer students enhanced learning opportunities by integrating Work, Learning and Service throughout their college experience. Students earn a valuable degree plus important life and professional skills. [From the 2018 Planning Process]

TASKS:

1. Identify a campus champion to spearhead creating a work-college model.

2. Develop a work-college committee that the champion chairs.

3. Research workcolleges.org and gather campus and community input about what our work-college model would look like.

4. Develop D’Youville’s work-college model.

5. Apply and be accepted to become a work-college institution in the U.S.

1. Identify a campus champion. Spring 2020 VPAA Build N/A

2. Develop a work-college committee.

Spring 2020 VPAA Build $1,000-$2,000

3. Research & gather input. Spring 2020 VPAA Affiliate $1,000-$2,000

4. Develop work-college model. Spring 2021 VPAA, VPF, VP, VPSAEM, VPO

Build $2,000-$4,000

5. Apply to become a work-college institution.

Fall 2021 VPAA Innovate $1,000-$3,000


RESPONSIBLEPARTY


COSTESTIMATION


2 .3STRENGTHENINGOURRECREATIONALANDINTERCOLLEGIATEATHLETICPROGRAMS

The combination of academic and athletic excellence makes a positive contribution to the education and experience of athletes and non-athletes alike. It also engages the larger D’Youville community through athletic competition, spirit, and community building. [From the 2018 Planning Process]

TASKS:

1. Develop plan to expand our athletic programs. Such programs may include bowling, rugby, hockey, and lacrosse. 2. Develop and promote metrics for athletic success.3. Provide state-of-the-art health, fitness and athletics facilities and programs for students, faculty and staff. Renovate and improve all

intercollegiate athletic facilities regularly.4. Enhance and expand the partnership between Marketing and Communications and Athletics to create a comprehensive, year-round

sports marketing campaign that showcases the university as a first-rate athletics program for student-athletes and Spartan fans.5. Create recreational and intramural opportunities for improved student experiences.

1. Develop plan to expand our athletic programs and align with growth model.

Spring 2019 VPSAEM Build n/a

2. Develop and promote metrics. Spring 2019 VPSAEM Build $5,000

3. Develop a plan to create/upgrade state-of-the-art facilities.

Spring 2020 VPSAEM, VPO Build n/a

4. Enhance MarCom & Athletics partnership.

Spring 2019 VPSAEM Build $10,000

5. Create recreational and intramural opportunities. Inclusive of additional equipment

Spring 2019 VPSAEM Build $45,000-$65,000


RESPONSIBLEPARTY


COSTESTIMATION


2 .4GROWINGANINTEGRATEDNETWORKOFSTRATEGICPARTNERSHIPS

Affiliation is one of our strategies for working towards our key priorities. It is also a model for working smarter and accomplishing more with the help of others. As a higher education institution, D’Youville builds strategic partnerships with community organizations, businesses, K12 schools, and other colleges for the mutual benefit of both entities. Greater efficiency and effectiveness results when partnerships are integrated with common priorities driving the affiliations. [From the 2018 Planning Process]

TASKS:

1. Partner with a provider to market courses and professional services online.

2. Partner with an international sister school to send students and faculty between schools.

3. Partner with area colleges to offer dual degrees or allow for students to take courses on different campuses.

4. Partner with community organizations and 2-yr schools- for English programs and certificates.

5. Create interprofessional affiliations through career business partnerships that meet immediate inter-professional/office needs.

6. Partner with local employers to guarantee trial jobs for most graduates.

7. Partner with community businesses to allow for the use of Spartan Bucks for students to eat and socialize.

8. Partner with NFTA to assist in travel to and from campus.

9. Develop a co-op, apprenticeships, and partnerships in healthcare.

10. Collect partnerships in an online easy-to-navigate website.


1. Partner with a provider to market courses and professional services online.

Fall 2019 VPIEP, DOL Affiliate **

2. Partner with an international sister school to send students and faculty between schools.

Fall 2019 VPIEP Affiliate **

3. Partner with area colleges to offer dual degrees or allow for students to take courses on different campuses.


4. Partner with community organizations and 2-yr schools- for English programs and certificates.


5. Interprofessional affiliations - Affiliate through career business partnerships that meet immediate inter-professional/office needs.


6. Partner with local employer to guarantee trial jobs.


7. Partner with community businesses to allow for the use of Spartan Bucks for students to eat and socialize.

Fall 2019 VPIEP, VPO Affiliate **

8. Partner with NFTA to assist in travel to and from campus.

Fall 2019 VPO Affiliate **

9. Develop a co-op, apprenticeships, and partnerships in healthcare.


10. Collect partnerships in one location.

Fall 2019 VPIEP Build **


RESPONSIBLEPARTY


COSTESTIMATION


2 .5DEVELOPINGALEARNINGCOMMONS

Currently, the Library follows an Information Commons model, where students and faculty can access research tools and assistance, along with technological tools and assistance in the same building. The proposed Learning Commons would fold the Learning Center into the Library, so that students could also obtain academic skills training, accessibility resources, and peer and professional tutoring. This space would offer access to librarians, academic tutors, and computing assistance, open spaces and modular furnishings that students can customize to meet their needs, and 24-7 access to individual and group study rooms and an open reading room. [From the 2018 Planning Process]

TASKS:

1. Identify a campus champion to spearhead the learning commons project.2. Develop a learning commons committee to provide input.3. Create a learning commons plan that includes: a. Addressing infrastructure and structural issues, b. Library services, c. A Café, d. Group and individual study spaces, e. Instruction rooms, f. The Learning Center, and g. Online Learning4. Evaluate and decide on a design.5. Construct the Learning Commons.6. Develop and launch a rebrand and retool of Learning Support Services to increase student engagement and participation.


1. Identify a campus champion. Spring 2019 VPAA, VPO Build N/A

2. Develop a learning commons committee.

Spring 2019 VPAA, VPO Build $1,000-$2,000

3. Create a learning commons plan. Spring 2019 VPAA, VPO Build $1,000-$2,000

4. Evaluate and decide on a design. Spring 2019 VPAA, VPO Build $1,000-$2,000

5. Construct the Learning Commons. Summer 2019 VPAA, VPO Build $350,000-$500,000

6. Develop a rebrand and retool of Learning Support Services.

Fall 2019 VPAA Build $20,000-$50,000


RESPONSIBLEPARTY


COSTESTIMATION


2 .6CREATINGAPOSITIVECAMPUSANDSTUDENTIDENTITY

We aim to create a positive atmosphere for students, improve communication strategy, a sense of D’Youville pride through more student activities and events led by and for students. [From the 2018 Planning Process]

TASKS:

1. Create a Positive Campus and Student Identity campus committee.2. Conduct a student satisfaction survey indicating a 10% improvement per year until a goal is reached.3. Create and implement a plan for improvement.4. Create an intentional student leadership program that fosters student development.5. Develop a robust Residence Life program.6. Research and develop an intentional professional staff/faculty mentoring program for students.7. Develop and implement an inclusive and engaging campus life program to increase student engagement and participation.

1. Create a committee. Spring 2019 VPSAEM Build N/A

2. Conduct Student Satisfaction Survey.

Spring 2019 VPSAEM Build $1,000

3. Create and implement a plan for improvement.

Fall 2019 VPSAEM Build N/A

4. Create an intentional student lead-ership program

Spring 2019 VPSAEM Build $60,000-$90,000

5. Develop a robust Residence Life program.

Spring 2020 VPSAEM Build Existing

6. Develop an intentional staff/facul-ty to student mentoring program.

Fall 2019 VPSAEM Build $20,000

7. Develop an inclusive and engaging campus life program

Fall 2019 VPSAEM Build $50,000-$100,000


RESPONSIBLEPARTY


COSTESTIMATION


2 .7BUILDINGANADVOCACYCENTER

As results return from the student survey conducted by the Trellis Company this past Fall, it is indicating many D’Youville students are at risk of becoming or are already financial or food insecure. we aim to build an Advocacy Center to provide members of the university a centralized location for aid, counseling, and support. The space will be an extension of the Solutions Center in the Koessler Administration Building. [From the 2018 Planning Process]

TASKS:

1. Identify a campus champion to spearhead the advocacy center project.2. Develop an advocacy center committee to provide input.3. Evaluate and decide on a design.4. Construct the advocacy center.

1. Identify a campus champion. Spring 2019 VPAA, VPO Build N/A

2. Develop a committee. Spring 2019 VPAA, VPO Build $1,000-$2,000

3. Evaluate and decide on a design. Spring 2019 VPAA, VPO Build $1,000-$2,000

4. Construct the advocacy center. Summer 2019 VPAA, VPO Build $50,000-$100,000


RESPONSIBLEPARTY


COSTESTIMATION


PRIORITYIII:EXPANDINGOPPORTUNITYANDBUILDINGCOMMUNITYWeaimtoexpandopportunityand

buildcommunitytosetinmotionthe

necessarystepstoimproveequity

andachievesustainedprosperity .The

followingfocusareasandtasksdetail

howweareaimingtoachievethis

priorityrightnow .


1. Preserving Our Catholic Heritage

2. Expanding Community Engagement

3. Advancing Diversity, Equity & Inclusion

4. Developing K12 Partnerships

5. Creating External Professional Development

6. Sponsoring Faculty & Staff Opportunity

7. Identifying New Forms of Revenue

8. Increasing Fundraising

9. Crafting a Campus Master Plan

10. Creating a Campus Mural and Public Art Plan

11. Adopting a Meals-On-Wheels Route

12. Coordinating a “Last Mile” Scholarship Fund


3 .1PRESERVINGOURCATHOLICHERITAGE

Founded in 1908, the Grey Nuns named the college after the Patron Saint Marguerite d’Youville to be a compassionate place of learning for those from underrepresented populations to give them a better life, a tradition that continues today. A school with a long, Catholic history, D’Youville welcomes students of every culture, background, and faith and is a place where traditions can be openly shared and respected. In our second century, the college must create a plan for embracing our heritage. [From the 2018 Planning Process]

TASKS:

1. Expand and deepen the engagement of the entire campus with D’Youville’s Catholic mission by developing an Office of Mission Integration that will unify, forward, and coordinate mission integration across the campus, including implementations and integrations of the Catholic Grey Nun mission into the D’Youville community and planning.

2. Hire a Chief Mission Officer to lead mission-related planning and activities across the college. 3. Assemble a mission integration council, to be chaired by CMO.4. The council’s first task will be to create an operational plan for mission integration. 5. Honor our Catholic heritage and the spirit of St. Marguerite D’Youville by enhancing opportunities for spiritual development and

service to others for students from all faith backgrounds. Enhance opportunities for students to expand their involvement in Catholic ministry and enhance opportunities for spiritual development for students from all faith backgrounds.

1. Develop an Office of Mission Integration.

Spring 2019 President Build $10,000

2. Hire a Chief Mission Officer. Completed President Build *As stipulated by the Board

3. Create a Council for Mission Integration.

Fall 2019 CMO Build $1,000

4. Create an operational plan. Fall 2019 CMO Build $2,000-$4,000

5. Enhance Catholic Ministry and other spiritual development opportunities.

Fall 2019 CMO Build $5,000-$10,000


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3 .2EXPANDINGCOMMUNITYENGAGEMENT

We aim to be a recognized institution for our community engagement, however many efforts need to be aligned on our campus in order for us to qualify for such recognition. Such recognitions require evidence-based documentation of community-engaged scholar-ship and action, similar to an accreditation practice. [From the 2018 Planning Process]

TASKS:

1. Identify a campus champion to lead community engagement efforts on campus.2. Create a council for community engagement, to be chaired by the campus champion. 3. Align campus to orient towards Carnegie Classification for Community Engagement standards and the President’s Honor Roll for

Community Service School Recognitions.4. Apply for community service recognitions, including Carnegie Classification for Community Engagement and President’s Honor

Roll for Community Service School Recognition.5. Link with Community & Service Learning efforts (1.5).

1. Develop an Office of Mission Integration.

Spring 2019 President Build $10,000

2. Hire a Chief Mission Officer. Completed President Build *As stipulated by the Board

3. Create a Council for Mission Integration.

Fall 2019 CMO Build $1,000

4. Create an operational plan. Fall 2019 CMO Build $2,000-$4,000

5. Enhance Catholic Ministry and other spiritual development opportunities.

Fall 2019 CMO Build $5,000-$10,000


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3 .3ADVANCINGDIVERSITY,EQUITY,ANDINCLUSION

Diversity, equity, and inclusion (DEI) enrich lives and the educational experience of our campus, yet we lack a formal structure and process for conversations to occur and processes to be created. Momentum was built at the college during 2018. Besides being a topic presented by each Strategic Planning Team, 35 college administrators participated in the Racial Equity Workshop and three campus members presented a DEI Action Plan -a final product after attending the Institute for Diversity Workshop at Cornell. [From the 2018 Planning Process]

TASKS:

1. Create a Diversity, Equity and Inclusion Council made up of faculty, staff, students, and community members. 2. Create a Diversity, Equity and Inclusion operational plan that addresses programming for students, faculty and staff, delivering a

yearly climate survey, and creating a bias reporting form and process. 3. Report on Diversity, Equity and Inclusion data to the campus. 4. Create a top-level structure for Diversity, Equity and Inclusion to coordinate college efforts as well as be a beacon in the community. 5. The diversity, equity and inclusion efforts will require a well-developed physical location on campus.

1. Create a Diversity, Equity and Inclusion Council.

Fall 2018 President Build N/A

2. Create a DEI operational plan. Fall 2018 President Build N/A

3. Report on DEI data to the campus. Fall 2018 President Build N/A

4. Create a DEI top-level structure. Summer 2019 President Build $2,000

5. Create a physical space on campus.

Fall 2019 President Build $40,000-50,000


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3 .4DEVELOPINGK12PARTNERSHIPS

College-K12 partnerships help the college to develop college readiness and assist students in selecting a major that is right for them through career exploration opportunities. Meaningful partnerships go beyond simply allowing students to earn college credit; they involve supporting the schools, mentoring the teachers, and holistically coaching students. The hope is that some of these students become more acquainted with D’Youville and enroll in programs in the future. [From the 2018 Planning Process]

TASKS:

1. Identify a group to work on K12 partnerships at the college.

2. Plan and implement an Early College Bridge Program.

3. Partner with area professionals and organizations to mentor students and to offer student experiences.

4. Create, affiliate, or purchase a K12 school to form a solid partnership that acts as a solid feeder school.

5. Adopt our surrounding West Side schools and student-serving organizations, including D’Youville Porter, DaVinci and International Prep, to create partnerships, offer educational opportunities, and create opportunities for D’Youville students to participate or volunteer in the schools.

6. Partner with area organizations and professionals to run a coding camp or school.

7. Create and implement a plan to offer Summer camps for the K12 audience. Opportunities include an interprofessional Summer camp, a writing camp, and a pre-collegiate camps. Camps can also tie in with the Early College Bridge Program.


1. Identify a K12 group. Fall 2018/Completed

VPIEP Build N/A

2. Implement Early College Bridge Program.

Fall 2018 VPIEP Affiliate Existing/ HUB Program Development

3. Partner with professionals and organizations.

Spring 2019 VPIEP Affiliate Existing/ HUB Program Development

4. Create, affiliate, or purchase a K12 school.

Spring 2019 VPIEP/VPO Affiliate Existing/ HUB Program Development

5. Adopt our surrounding West Side schools.

Spring 2020 VPIEP Affiliate N/A

6. Create a coding school. Spring 2020 VPIEP, DOL Affiliate $20,000-$30,000

7. Develop Summer Camps. Fall 2018 VPIEP Build Existing/ HUB Program Development


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3 .5SUPPORTINGPROFESSIONALDEVELOPMENT

The Office of Professional Development will develop workforce training programs designed to address critical skill gaps in high growth industries through quality, flexible and cost-effective training to support the educational and training goals of individuals and organizations. It offers certificate programs and professional development courses in the healthcare, technology, and business sectors. The development draws upon the expertise of faculty and subject matter experts to deliver quality training programs. [From the 2018 Planning Process]

Tasks:

1. Hire a full-time coordinator and director for the new office of professional development. Other potential work options include hiring contractors who can work part-time for the space.

2. Develop a physical location for the office near instruction spaces. 3. Develop and implement a plan to deliver professional development, that includes online, on-ground, and on-site training.

Programs include: Theater/art, OT, PT, Nursing, Coding, and Informatics. Also, assist with internal groups who would like to deliver professional development to outside audiences and delivering professional development experience that enhances the human capital of the campus.

1. Hire staff for the office. Fall 2018 VPIEP Build $200,000-$250,000

2. Develop a physical office. Spring 2019 VPIEP/VPO Build $120,000

3. Develop and implement a professional development plan.

Spring 2019 VPIEP, DOL Build, Affiliate

$2,000-$4,000


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3 .6SPONSORINGFACULTY&STAFFOPPORTUNITY

It is important for the campus to create standards of work and well-being for our employees. A campus community exists within the larger, surrounding external community, and this interaction is difficult to separate. The activities and learning processes of individuals and groups on campus flow outward into the community. [From the 2018 Planning Process]

TASKS:

1. The college should select a standard to work toward for employee satisfaction. ‘Great Place to Work Certification’ is a way to quantify our culture, benchmark against the world’s most successful companies and grow a healthy culture. The Chronicle of Higher Education also publishes a ‘Great Colleges to Work For’ list each year. Another option is Burkett’s (2016) framework of resilient learning organizations, used to guide other campus needs assessments. Then, the college should create a plan to work towards that standard.

2. Survey faculty and staff yearly to discover opportunities to increase areas of improvement and benefit.

1. Create a plan to work towards a selected workplace standard.

Fall 2019 VPF Build $2,000-$4,000

2. Create a faculty/staff survey. Fall 2019 VPF Build $200-$300


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3 .7IDENTIFYINGNEWFORMSOFREVENUE

It is important for the college to diversify sources of revenue that support the wide variety of experiences occurring on our campus. Revenue from tuition and from research and service efforts is no longer predictable and sufficient. [From the 2018 Planning Process]

TASKS:

1. Develop a working group to look at diversifying sources of revenue that include:a. Instructional initiatives,b. Research and analysis initiatives,c. Human resource initiatives,d. Franchising, licensing, sponsorship, and partnering arrangements with third parties.e. Initiatives in auxiliary enterprises, facilities, and real estate,f. Advancement office initiatives,g. Sports camps, and facilities rentalsh. Campus partnerships, such as between dietetics and athletics and a semi-pro soccer team to create a unique approach to

sports camps.

1. Develop a revenue diversification working group.

Spring 2018 VPA, VPF Build $30,000


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3 .8INCREASINGFUNDRAISING

Advancement is a strategic, integrated method of managing relationships to increase understanding and support among an educa-tional institution’s key constituents, including alumni and friends, trustees, faculty, staff, government policymakers, members of the community and philanthropic entities of all types. [From the 2018 Planning Process]

TASKS:

1. Develop a more robust annual fund initiative that enhances unrestricted operating revenues. 2. Determine staff resources and create a plan to meet those needs.3. Indicate and create a plan to meet financial objectives. 4. Create and implement a plan to enhance the engagement and stewardship of current donors. 5. Identify and cultivate current and new prospects and donors.

1. Robust annual fund initiative. Spring 2019 VPA Build N/A

2. Meet staff needs. Spring 2019 VPA Build N/A

3. Indicate and meet financial objectives.

Spring 2019 VPA Build $2,500-$5,000

4. Engagement and stewardship of current donors.

Spring 2019 VPA Build $5,000-$10,000

5. Identify and cultivate current and new donors.

Spring 2019 VPA Build $25,000


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3 .9CRAFTINGACAMPUSMASTERPLAN

The campus is not just in need of a full master plan of its spaces, but a fully comprehensive one that integrates upgrade timelines, technology planning, and general space use. [From the 2018 Planning Process]

TASKS:

1. Create a plan to upgrade campus facilities on a regular basis, including the residence halls (themed housing), Marguerite housing and student use of spaces, such as group study rooms and need for hallway seating.

2. Create a plan to improve dining and catering on campus, that includes making continual improvement to the food offerings to be healthier, local, and more organic.

3. Create a college center upgrade plan, that includes upgrading the dining hall, locker rooms and opportunities for more retail.

4. Create a classroom upgrade plan that includes developing state-of-the-art laboratories, computer labs, flexible classroom spaces, and smart classrooms.

5. Assess parking and determine opportunities, such as parking after 4pm.

6. Create an OIS Strategic Plan that includes ‘mobilizing’ the campus and phasing out desktops so that employees can work, collaborate, and train anywhere.

7. Create a digital signage plan to replace all campus bulletin boards with digital signage.

8. Create a rewards system for departments that reduce printing.

9. Create a Creative Space Committee to develop more creative uses for our spaces. These uses include hosting a student indie music series, making Joan of Arc into a performance coffee house, renting athletic facilities, and renting the theater.

10. Create and execute a plan to upgrade campus signage, including directional signage, outdated bulletin boards, and empty cases.

11. Build a fully functioning integrated IT system across the college. The goal is to develop a robust, flexible IT system which aligns with the mission and goals of the college. IT needs to be an integral strategic partner in supporting the goals of this strategic plan.


1. Campus facilities upgrade plan. Spring 2019 VPO Build $100,000-$200,000 annually

2. Dining and catering plan. Spring 2019 VPO Build N/A

3. College Center upgrade plan. Summer 2019 VPO Build N/A

4. Classroom upgrade plan. Spring 2019 VPO Build N/A

5. Parking assessment. Complete VPO Build $10,000

6. OIS Strategic Plan Spring 2019 VPO Innovate Existing

7. Digital Signage plan. Fall 2019 VPO Innovate $75,000-$100,000

8. Print reduction plan. Winter 2019 VPO Innovate Existing

9. Create a Creative Space Committee

Winter 2018 VPO Innovate N/A

10. Create and execute a plan to upgrade campus signage.

Winter 2018 VPO Build $125,000-$162,500

11. Build a fully functioning integrated IT system

Spring 2019 VPO Innovate **


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3 .10CREATINGACAMPUSMURALANDPUBLICARTPLAN

Public murals enhance a shared sense of place and cultural identity in the urban and suburban landscapes of communities. They are a great way to create spaces of dialogue where diverse communities have the ability to socially engage, actively respond, and cooperatively produce great public art that is capable of empowering individuals, creating stronger neighborhoods, and establishing Western New York as a critical cultural center. Public Art across the campus can have an equally positive impactful effect on the college and surrounding community. Developing a plan for public art at D’Youville is an important first step in beautifying the campus and creating an aesthetically attractive college. [Submitted by Martin Kelly, Biology]

TASKS:

1. Identify a campus champion to spearhead the campus mural project.2. Gather campus and community input about what the mural might look like and on what campus building it should be painted on. 3. Research and partner with an arts entity to create the mural, such as Albright-Knox Art Gallery and the Public Arts Initiative. 4. Select an artist to paint the mural and select a design.5. Approve the budget for the mural.6. Paint the mural.7. Hold a community event to celebrate the mural. 8. Develop a campus public art plan.


1. Identify a campus champion. Spring 2019 President Build N/A

2. Gather campus and community input.

Spring 2019 President Build $5,500-$10,500

3. Research and partner with an arts entity.

Spring 2019 President Affiliate $1,000-$2,000

4. Select an artist and design. Fall 2019 President Build N/A

5. Approve the budget. Fall 2019 President Build N/A

6. Paint the mural. Summer 2020 President Build $56,000-$112,000

7. Hold a community event. Summer 2020 President Build $15,000-$25,000

8. Develop a campus public art plan. Fall 2020 President Innovate N/A


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3 .11ADOPTINGAMEALS-ON-WHEELSROUTE

In the Meals-on-Wheels Adopt-A-Route program, groups of co-workers and students can assume responsibility together for a Meals-On-Wheels route. Volunteers can take turns fulfilling the designated commitment. Meals are typically dropped off there between 11:45-11:50am each day. Our volunteers would need to arrive at that time to pick up the meals. Meals are then delivered in that area, typically between the Elmwood Village and the West side area. The entire route typically takes between 45-60 minutes, depending on traffic, weather etc. This idea would be a great opportunity for us to reach out to not only Meals on Wheels, but our neighbors on the West Side. [Submitted by Michelle Bork, Nursing]

TASKS:

1. Identify a campus champion to spearhead the Meals-on-Wheels project.2. Establish a route with Meals-on-Wheels.3. Organize an effort on campus, possibly with a committee, to solicit sign-ups.

1. Identify a campus champion. Fall 2018 President Build N/A

2. Establish a route. Spring 2019 President Affiliate $1,000-$2,000

3. Organize the effort on campus. Spring 2019 President Build $2,000-$4,000


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3 .12COORDINATINGA“LASTMILE”SCHOLARSHIPFUND

The “Last Mile” Scholarship Fund is designed for those students who are within 6 credits of graduation yet out of financial aid to cover that “last mile.” There is a scholarship committee that works with Financial Aid and the Office of Retention and Engagement to select the best candidates to receive the funds. Donors contribute to the fund. [Submitted by Patti Abbott, Psychology]

TASKS:

1. Identify a campus champion to spearhead the “Last Mile” Scholarship project.2. Coordinate with groups on campus to create the scholarship.3. Work with Advancement to identify and solicit donors for this specific fund.

1. Identify a campus champion. Spring 2019 President/VPA Build N/A

2. Coordinate with groups on campus.

Spring 2019 President/VPA Build $2,000-$4,000

3. Work with Advancement. Spring 2019 President/VPA Build N/A


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D’YOUVILLEMOONSHOTSD’YouvilleMoonshotsareambitious,

exploratoryandground-breaking

projectsthatdonotfitneatlyintoany

otherpriority .Theseprojectsshowoff

innovativeideasgeneratedfromthe

campus,thatincludeaD’YouvilleApp,

theHealthProfessionsHub,andan

arts,performance,andmediaspace .

D’YOUVILLEMOONSHOTINITIATIVES:

1. Creating a D’You App2. Building a Community-Based Health Professions Hub3. Opening a Fit & Fun Recreation Center4. Launching a Mobile Wellness Clinic5. Introducing a Mobile Virtual Simulation and Healthcare Career Recruitment Center6. Establishing a Veteran Resource Center7. Creating an Arts, Performance & Media Center8. Building a Student Union9. Designing a Conference Center10. Designing a Campus Green Space11. Establishing an Entrepreneurial Center12. Opening a Childcare Center13. Establishing a West Side Laboratory14. Becoming the Wellness Capital in the Region15. Building a Community Impact Center in Haiti


4 .1CREATINGAD’YOUAPP

Many individuals on campus carry a mobile device and the majority of the campus is WiFi accessible. A mobile app makes it easy for students, faculty, and staff to stay connected, informed, and engaged. When used creatively, apps can help to mobilize audiences to-ward specific purposes, such as reducing printing or attending events. [From the 2018 Planning Process]

TASKS:

1. Create a plan to develop a campus app or campus app suite. Streamline information for the campus audience, mainly students. The app could address: orientation, tour, dining, facility hours, outdoor and indoor maps, emergency info, local area, social, alum-ni, parking, restrooms, remember parked car, conference agenda, messaging, computer labs, feedback, Spartan Bucks use in the neighborhood, etc. Feature learning content for students and campus employees to learn on the go.

2. Create a ‘passport’ or rewards system for campus and non-campus constituents to earn prizes based on their learning, event at-tendance, and campus involvement. Have a campus leaderboard to showcase campus leaders. (Example: Colgate Rewards) Track and reward faculty, staff and student involvement.

1. Create a plan to develop a campus app or campus app suite.

Spring 2019 VPIEP, VP-SAEM, VPO

Build $20,000

2. Create a ‘passport’ or rewards system.

Spring 2019 VPIEP, VPSAEM Innovate $8,000- $16,000


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4 .2BUILDINGACOMMUNITY-BASEDHEALTHPROFESSIONSHUB

D’Youville is ready to embark on constructing a Health Professions Hub – a state of the art building that will focus on interprofessional education for healthcare students. It will be a working clinic that serves the local community. The Hub will connect people through education, training, and care; celebrate diversity and inclusion; create opportunities for research, community education, and jobs; be recognized as a regional asset, focus on access and success, and will collaborate to improve community health through providing training and education for students while also serving as a community clinic for the underserved. [From the 2018 Planning Process]

TASKS:

1. Create a planning team to lead the Hub initiatives, such as coordinating with community members, connecting early college programs and developing pathways, and developing innovative classrooms and pedagogies.

2. Secure funding to develop the Hub through strategic partnerships and fundraising. Work with the Office of Grants.3. Decide on a plan for the final Hub design.4. Begin construction on the Hub.

1. Create a planning team. Fall 2018/Completed

President Build N/A

2. Secure funding to develop the HUB through strategic partnerships and fundraising.

Fall 2018 VPA Build N/A

3. Decide on a plan for the final Hub design.

Spring 2019 VPO Build N/A

4. Construct the Hub. Fall 2020 VPO Build $20,000,000


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4 .3OPENINGAFIT&FUNRECREATIONCENTER

One point that came through the strategic planning process was the need for a bigger focus on fitness for all members of the campus. It is a strategy for campus wellness, community impact, and college enrollment. For many colleges, campus recreation is central to the mission and branding of the institution, and schools without state-of-the-art recreation facilities are finding themselves on the losing end when it comes to attracting students. [From the 2018 Planning Process]

TASKS:

1. Create a plan to build a Fit & Fun Recreation Center. Create a facility that allows for students, faculty, and staff to recreate. Offer community subscriptions. Offer opportunities for student learning by providing nutrition, exercise and treatment plans.

2. Create a plan to build a GoBike Buffalo Center. Create a space or build into a new Wellness Center or the HUB a full-service bike shop: bike repair, showers for those who bike to work, shuttle service for those who work on the West Side or downtown, and a protected bike parking lot. This effort would tie in with the existing pro-bike endeavors at the Buffalo Niagara Medical Campus and across Buffalo. It would also build community engagement and provide employment opportunities for our students and members of the community.

1. Develop a Fit & Fun Recreation Center.

Fall 2020 VPO, VPSAEM, VPAA

Build $300,000-$1,000,000

2. Build a GoBike Buffalo Center. Fall 2020 VPO Build $25,000-$35,000


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4 .4LAUNCHINGAMOBILEWELLNESSCLINIC

D’Youville believes everyone should have access to quality healthcare. It isn’t easy for many members of the community. This is what inspired the idea for a mobile wellness clinic that would be able to connect patients to medical professionals and students. [From the 2018 Planning Process]

TASKS:

1. Identify a campus champion to spearhead a mobile wellness clinic project.2. Gather campus and community input about what a mobile wellness clinic would include, organizations it could partner with, and

who it would serve.3. Build a Mobile Wellness Clinic. Have mobile wellness/outreach clinic out in the community. Student Run Ambulance on campus

modeled after schools like Harper’s Ferry at Binghamton University.

1. Identify a campus champion. Fall 2019 VPO, VPAA Build N/A

2. Gather input. Fall 2019 VPO, VPAA Build N/A

3. Develop a Mobile Wellness Clinic. Fall 2020 VPO, VPAA Build $175,000-$225,000


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4 .5INTRODUCINGAMOBILEVIRTUALSIMULATIONANDHEALTHCARECAREERRECRUITMENTCENTER

D’Youville will introduce the first of its kind mobile virtual simulation and health career recruitment center to help address the growing shortage of nurses and health professional we face across the nation. The mobile unit will be used to inspire youth and adults in the community by experiencing what it is like to work in healthcare through hands-on simulation exercises inside a mobile unit that comes to where the people are including neighborhoods, shopping centers, churches, community centers, schools, college fairs, county fairs, and festivals galore. The mobile unit will have cross-trained college professionals to assist with money matters, admissions, academic planning and overall college and post-secondary education navigation. [From the 2018 Planning Process]

TASKS:

1. Identify a campus champion to spearhead the mobile simulation project.2. Gather campus and organization input about what a mobile simulation center would include.3. Build a mobile simulation center.

1. Identify a campus champion. Fall 2019 VPO, VPAA Build N/A

2. Gather input. Fall 2019 VPO, VPAA Build N/A

3. Develop a mobile simulation center.

Fall 2020 VPO, VPAA Build $175,000-$225,000


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4 .6ESTABLISHINGAVETERANRESOURCECENTER

D’Youville is recognized as a top military-friendly school because we offer many special benefits to veterans and their families. A larger space is needed to accommodate the growing number of students and services. [From the 2018 Planning Process]

TASKS:

1. Develop a Veteran Resource Center plan. Offer PTSD support groups that will travel to home. Have students run the facility and serve (ex: DPT students). Offer PTSD training with service animals.

1. Develop a Veteran Resource Center plan.

Spring 2019 VPSAEM, VPO Build ***


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4 .7CREATINGANARTS,PERFORMANCE&MEDIACENTER

An Arts, Performance & Media Center capitalizes on the Kavinoky Theater, and expands opportunities for programming, faculty research, and our students. [From the 2018 Planning Process]

TASKS:

1. Identify a campus champion to spearhead the arts, performance & media center project.2. Gather campus input about what an arts, performance & media center would include, organizations it could partner with, and who

it would serve.3. Develop a plan to develop an Arts, Performance, and Media Center. Allow for students to engage in all types of arts but also

provide nationally recognized speakers/performers etc. It can also be a place to create podcasts, cover events on and off campus. It is also an opportunity to have a communication and broadcasting program. Explore a collaboration with health programs.

4. Look into bringing John D’Agata’s play to campus. D’Agata’s book, Lifespan of a Fact (2012), which has been made into a play that’s currently running in NYC, Studio 54; spoke about it on Here and Now: https://www.npr.org/podcasts/510051/here-x26-now [submitted by Al DeCiccio]

1. Identify a campus champion. Spring 2019 VPO, VPAA Build N/A

2. Gather input. Spring 2019 VPO, VPAA Build N/A

3. Develop a plan. Summer 2019 VPO, VPAA Build $2,000-$4,000

4. Bringing John D’Agata’s play to campus.

Season 2020-2021

VPAA Affiliate $1,000-$2,000


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4 .8BUILDINGASTUDENTUNION

The campus is in need for a ‘true’ student union. Unions are space devoted to student activities and that usually contains lounges, dining, auditoriums, offices, and game rooms. It would be a space for the entire campus to congregate. [From the 2018 Planning Process]

TASKS:

1. Ask for campus input on the student union.2. Develop a plan that includes the input of campus members.3. Design the union and get input from campus members.4. Develop a plan to build the union.

1. Campus input. Fall 2019 VPSAEM, VPO Build N/A

2. Develop plan. Fall 2019 VPSAEM, VPO Build $1,000-$2,000

3. Design and get input. Spring 2020 VPSAEM, VPO Build $50,000-$100,000

4. Develop a plan to build the union. Summer 2020 VPSAEM, VPO Build $4,500,000-$6,000,000


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4 .9DESIGNINGACONFERENCECENTER

The campus needs a conference space to hold all-campus events, host conferences, and provide additional revenue. Rooms of varied size will be available for meetings, conferences, retreats, lectures, and special occasions. [From the 2018 Planning Process]

TASKS:

1. Partner with Airbnb or boutique hotel to offer accommodations.2. Campus programs, such as dietetics or a new hospitality program, could be integrated.

1. Partner to provide hotel accommodations.

Fall 2019 VPO Affiliate $45,000-$60,000

2. Integrate campus programs. Fall 2019 VPO Innovate $2,000-$5,000


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4 .10DESIGNINGAGREENSPACE

Thoughtful, well-designed outdoor spaces promote sustainability by providing simple access to great facilities for walking, bicycling, use of public transportation, and recycling in park-like settings. [From the 2018 Planning Process]

TASKS:

1. Identify a green space campus champion to develop a D’Youville green space initiative.2. Partner with the city to adopt and maintain parks that are adjacent to the campus.

1. Identify a campus champion. Fall 2019 VPO Build Development N/A

2. Partner with the city. Maintain. Fall 2019 VPO Affiliate $150,000-$200,000


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4 .11ESTABLISHINGANENTREPRENEURIALCENTER

Entrepreneurship programs and programming would be a space to connect students to educations and professional opportunities that assist them in developing businesses, including healthcare practices. The center could also educate students on finance and business to prepare them for future practice. It can also positively serve our business students and the community. [From the 2018 Planning Process]

TASKS:

1. Identify a director or faculty coordinator to coordinate the center. 2. Identify a physical location. One possibility is co-locating it in another flexible space, such as the Professional Development space.

1. Identify a director or coordinator. Fall 2019 VPIEP Build Development N/A

2. Identify a physical location. Fall 2019 VPIEP Build $2,000-$4,000


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4 .12OPENINGACHILDCARECENTER

Childcare presents a barrier to many members of the campus, including student parents, faculty, and staff. Offering quality childcare services within close proximity of the campus would reduce these barriers. [From the 2018 Planning Process]

TASKS:

1. Partner with a reputable organization to run a childcare center on or nearby campus. Offer services at a discounted rate for campus members.

2. Look into funding to support students and staff, such as the Child Care and Development Block Grant.

1. Partner with a reputable organization.

Summer 2019 VPO Affiliate $1,000-$4,000

2. Research funding. Summer 2019 VPO Build $25,000


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4 .13ESTABLISHINGAWESTSIDELABORATORY

We are interested in forming deep and meaningful relationships with our surrounding community and community members. The West Side Laboratory would be a place to analyze current and future problems, and to co-develop systemic solutions to those problems. Then, the laboratory would work on co-creating preferred futures. This laboratory would also work toward attracting people to a living/learning community filled with artisan shops, lifelong learning, markets, and living/learning communities. [From the 2018 Planning Process]

TASKS:

1. Identify a campus champion that bridges the campus and the community to run the laboratory. 2. Gather community and campus input on the laboratory.3. Create a plan that incorporates community and campus input that includes coordinating with local shops on Niagara, creating

or joining a Niagara Village Association, and partnering with community organizations to beautify the West Side. It should also include neighborhood immersion for students, faculty, and staff to see community needs and engage with local organizations. It also should incorporate offering educational events, such as financial literacy and health literacy. Craft a laboratory where students, faculty, staff, community members, and professionals can both study current situations and imagine possible futures. Then, the laboratory will work on crafting preferred futures.

4. The space will require a physical location that is located on the campus/community border.

1. Identify a campus champion. Spring 2020 VPIEP Build Development N/A

2. Gather input. Spring 2020 VPIEP Build Development $100-$200

3. Create a plan. Spring 2020 VPIEP Build $1,000 - $2,000

4. Develop physical location. Spring 2020 VPIEP Build $50,000-$200,000


RESPONSIBLEPARTY


COSTESTIMATION


4 .14BECOMINGTHEWELLNESSCAPITALOFTHEREGION

We are interested in finding ways to make D’Youville a wellness capital of New York State. This ambitious goal means full integrating, advancing and promoting all of the healthcare and wellness offerings and contributions the college makes and identifying opportunities for the future. [From the 2018 Planning Process]

TASKS:

1. Identify a champion to focus on making the D’Youville brand as a wellness brand.2. Create a plan to develop and promote wellness aspects of the campus. Create a living/learning community where people come to

campus to live, work, and play in healthful ways including retreats, wellness studies, and wellness entrepreneurship.

1. Identify a campus champion. Summer 2019 President Build N/A

2. Develop a Wellness Capital Plan. Summer 2019 President Build $75,000-$125,000


RESPONSIBLEPARTY


COSTESTIMATION


4 .15BUILDINGACOMMUNITYIMPACTCENTERINHAITI

The Community Impact Center will be a Health Professions Hub to improve the health and wellness outcomes in Gonaives, Haiti and its surrounding communities. This Impact Center will emphasize an interdisciplinary approach to meeting the healthcare needs of community members in the area optimizing health outcomes. We will provide clinical services that break down the transportation, cultural competency and health literacy obstacles for the communities most vulnerable people and offer healthcare workforce development opportunities for the region. This Community Impact Center in Haiti will be an ambitious, ground-breaking global arm to two of our current Moonshots: 4.2 The HUB and 4.4 the Mobile Wellness Clinic. [Submitted by Lynn Rivers, Physical Therapy]

TASKS:

1. Identify a campus champion to spearhead the Community Impact Center.2. Create a planning team to work on the project, to be chaired by the campus champion.3. Develop global awareness learning objectives into our general education curriculum that will enhance global understanding which

will be enhanced through our Haiti partnership.4. Develop opportunities for students to participate in live and online community and service learning experiences that will have a

direct effect globally through our Haiti partnership.5. Develop a replicable model that demonstrates how college contributions can enhance and impact the health and wellness of

underserved global areas through our Haiti partnership.6. Create a Global Mobile Health and Wellness clinic to serve those in underserved and remote areas through our Haiti partnership.

1. Identify a campus champion. Summer 2019 VPAA, VPO Build Development No Cost

2. Create a planning team. Summer 2019 VPAA, VPO Build Development $3,000-6,000

3. Develop learning objectives. Summer 2019 VPAA, VPO Build Development $6,000

4. Develop student opportunities. Summer 2019 VPAA, VPO Build $6,000

5. Develop a replicable model. Summer 2019 VPAA, VPO Innovate $12,000-18,000

6. Create a Global Mobile Health and Wellness clinic.

Spring 2020 VPAA, VPO Build, Innovate

$85,000-$125,000


RESPONSIBLEPARTY


COSTESTIMATION


COSTREFERENCES

PRIORITY PERSONOFREFERENCE INFORMATION/SOURCE

1.1.1 Roozbeh Tavakoli Contractual Agreement plus potential travel

1.1.2 Multilayered

1.1.3 John McRoy http://www.highered.nysed.gov/ocue/aipr/profprogram.html

1.1.4 Unquantified

1.1.5 John McRoy General program creation

1.1.6 Non-Cost Item

1.1.7 Non-Cost Item

1.1.8 N/A

1.1.9 John McRoy Cost of meetings, refreshments, nourishment and overall creation of a plan


1.2.1 Non-Cost Item

1.2.2 John McRoy Course creation

1.2.3 Various

1.2.4 John McRoy Course meetings and redevelopment

1.2.5 Preexisting



1.2.8 Non-Cost Item

1.3.1 Nate Marton


1.3.2 Non-Cost Item

1.3.3 John McRoy Research and coordination with travel

1.4.1 Non-Cost Item

1.4.2 Non-Cost Item

1.4.3 Jim Proulx

1.4.4 Financial Aid Special Exceptions Committee

1.4.5 Preexisting

1.4.6 Financial Aid Scholarship Universe

1.4.7 Preexisting

1.4.8 Barb Suriani HEOP Budget Breakdown 2017-2018 (Est. Based on doubling enrollment)

1.4.9 John McRoy https://studybreaks.com/college/colleges-rebrand-benefiting/

1.5.1 Rev Jan Mahle Cost of Director, Staff and assistants

1.5.2 Rev Jan Mahle Cost of App procurement

1.6.1 Jeremiah Grabowski Completed

1.6.2 Non-Cost Item

1.6.3 Non-Cost Item

2.1.1 Non-Cost Item

2.1.2 Non-Cost Item

2.1.3 Jeremiah Grabowski

2.1.4 Jeremiah Grabowski

2.1.5 Jeremiah Grabowski No Information available

2.2.1 Non-Cost Item






2.2.5 John McRoy Cost of meetings, refreshments, nourishment and overall creation of plan and application costs

2.3.1 Nate Marton The planning is not a cost item; the implementation is the cost driver.

2.3.2 John McRoy Cost of meetings, refreshments, nourishment and overall creation of a plan and collaboration

2.3.3 Nate Marton The planning is not a cost item; the implementation is.

2.3.4 John McRoy http://www.espn.com/college-sports/news/story?id=2962857

2.3.5 John McRoy Creation of social media marketing campaign per meeting November 7, 2018

2.3.6 Randy Bowen This should have a budget for any additional equipment and funds to pay student workers as referees/officials for the contests. I suggest at least $15,000.

2.4.1 ** Determination of cost solely dependent on depth of project scope. Numerical esti-mates would not be accurate.

2.4.2 ** “

2.4.3 ** “

2.4.4 ** “

2.4.5 ** “

2.4.6 ** “

2.4.7 ** “

2.4.8 ** “

2.4.9 ** “

2.4.10 ** “

2.5.1 Non-Cost Item




2.5.5 John McRoy https://sites.hampshire.edu/knowledgecommons/2014/02/04/learning-com-mons-proposal/



2.5.6 John McRoy Cost of rebranding learning support services at other institutions

2.6.1 Non-Cost Item


2.6.3 Non-Cost Item

2.6.4 John McRoy https://www.pdx.edu/student-leadership/sites/www.pdx.edu.student-leadership/

2.6.5 Existing Per meeting on November 7th, 2018

2.6.6 John McRoy Analysis of ongoing mentoring programs

2.6.7 John McRoy Average cost from multiple institutions

2.7.1 Non-Cost Item

2.7.2 Leah MacVie Based on 2.5 items.



3.1.1 John McRoy Planning of Office Development

3.1.2 Angela Kreutzer Salary stipulated by Board of Trustees



3.1.5 Rev Jan Mahle

3.2.1 Non-Cost Item


3.2.3 Non-Cost Item

3.2.4 John McRoy https://compact.org/initiatives/carnegie-community-engagement-classification/

3.3.1 Non-Cost Item

3.3.2 Non-Cost Item

3.3.3 Non-Cost Item

3.3.4 Brian McNamara Redesigning of current structure (small to medium size space akin to )

3.3.5 John McRoy Redesigning of current existing space



3.4.1 Non-Cost Item

3.4.2 Briana Jegier/ Albert DeCiccio



3.4.5 Non-Cost Item

3.4.6 John McRoy Cost basis for partnership/origination

3.4.7 Leah MacVie Existing/ HUB Program Development

3.5.1 Human Resources Average DYC staffing costs

3.5.2 Nate Marton



3.6.2 John McRoy Cost of time of person compiling data est. 4-8hrs @ $25

3.7.1 Non-Cost Item Meetings, research, planning costs, travel

3.8.1 Non-Cost Item

3.8.2 Non-Cost Item

3.8.3 John McRoy Marketing and cost of work hours

3.8.4 John McRoy Current large donor meeting

3.8.5 John McRoy https://www.nonprofitpro.com/post/19-ideas-cultivate-donors/

3.9.1 Nate Marton

3.9.2 Non-Cost Item Plan Creation

3.9.3 Non-Cost Item Plan Creation

3.9.4 Non-Cost Item

3.9.5 John McRoy Project Based

3.9.6 Preexisting

3.9.7 John McRoy https://www.digitalsignagetoday.com/blogs/the-highs-lows-of-digital-signage-costs/



3.9.8 Preexisting

3.9.9 Non-Cost Item

3.9.10 John McRoy Average sign cost $2,500 (50-75 units)

3.9.11 Leah MacVie Determination of cost solely dependent on depth of project scope. Numerical estimates would not be accurate.

3.10.1 Non-Cost Item

3.10.2 John McRoy Cost of creating a survey and a campus wide meeting




3.10.6 Leah MacVie

3.10.7 John McRoy Average event planning costs



3.11.2 John McRoy Cost of Meeting with Meals on Wheels on campus, refreshments and creation of a plan





4.1.1 Leah MacVie Though the campus has Ellucian and SharePoint, the Strategic Planning Teams didn’t find all of the features they were looking for available in these apps. Please create a team to investigate.

4.1.2 James Proulx

4.2.1 Non-Cost Item

4.2.2 Non-Cost Item

4.2.3 Nate Marton



4.2.4 Nate Marton

4.3.1 John McRoy https://www.fundera.com/blog/business-startup-costs

4.3.2 John McRoy https://gobikebuffalo.org/

4.4.1 Non-Cost Item

4.4.2 Non-Cost Item

4.4.3 John McRoy

4.5.1 Non-Cost Item

4.5.2

4.5.3 Leah MacVie https://arrowambulances.com/for-sale/?condition=new

4.6.1 Robert Ward Per Robert Ward, Meeting is set for approximately the final week of January 2019 to discuss future plans of the Veterans Resource Center.

4.7.1 Non-Cost Item

4.7.2 Non-Cost Item


4.7.4 Loraine O’Donnell Play will be run out of Kavinoky Budget, only cost is hosting of the playwright

4.8.1 Non-Cost Item

4.8.2 John McRoy Development of space and assessment of location

4.8.3 John McRoy https://perkinswill.com/news/perkinswill-predicts-trends-student-union-projects

4.8.4 John McRoy https://www.uis.edu/advancement/choose/student-union/benefits/

4.9.1 John McRoy http://adamsmark.com/events/ Adam’s Mark/Buffalo Grand Hotel. Hotel Accomi-dations from $75-$200 per night, Event space from $450-$6,000 depending on choice of conference room and services rendered. (Presuming 12 events and 100 hotel night stays)

4.9.2 John McRoy Internship possibilities and agreement with Harry Stinson to create strategic part-nership.


4.10.2 John McRoy http://cloud.tpl.org/pubs/ccpe-DowntownParkFinance-inMN.pdf





4.12.1 John McRoy https://www.amiba.net/join-amiba/benefits_fees/

4.12.2 John McRoy Childcare block grant established by D’Youville


4.13.2 John McRoy Cost of time of person compiling data est. 4-8hrs @ $25




4.14.2 John McRoy https://hbr.org/2016/03/how-to-design-a-corporate-wellness-plan-that-actually-works


4.15.2 John McRoy Cost of meetings, refreshments, nourishment and overall creation of a plan. Devel-opment of cost analysis.

4.15.3 John McRoy

4.15.4 John McRoy

4.15.5 John McRoy

4.15.6 Christie Adamczak/ John McRoy

Based upon size and location of facility within excel file provided. Governmental approval required. https://www.usatoday.com/story/news/nation/2013/03/04/ haiti-medical-clinic-earthquake/1962291/



EXPLANATIONOFRETURNONINVESTMENT

WithintheproposalsoftheStrategicPlan,notallwillyieldacalculableReturnonInvestment(ROI) .Insuch

cases,thefollowingmethodologyhasbeenfollowed .Inproposalsinwhichadirectinvestmentwillyielda

directrevenue,aHardROIhasbeencalculated .Thisisaprojectedreturndirectioninwhichtheproposal

shouldfalloverthetimeframeoftheproject .Forproposalsinwhichareturnisnotquantifiabletoaspecific

dollaramount,andfurthermoredoesnotcreatedirectbottomlinesavings,aSoftROIhasbeencalculated .

ThisSoftROIprojectstheincreaseinintangibleelementstotheinstitution .Examplesofsuchelementsare

reputation,studentloyalty,missionadherenceandothernotedintangibleelements .Whereprudent,an

AcademicROIiscalculated .AnAcademicROIisthecalculationofthelearningincreaseoverthestudent

populationhelpedbytheinitiative .Whereapplicable,aHardROIwillbecalculatedfirst,whennotfeasible,an

AcademicROIandlastlyaSoftROI .Incertaincircumstances,multiplemeasureshavebeenutilizedtogivea

morethoroughdiagnosisoftheprojectsreturnpotential .


PROGRAM TYPEOFROI EXPLANATION,ASSUMPTIONS,DISCUSSION

1.1 Hard, Academic Project will financially breakeven within 4 years through the savings of physical resourc-es, employee time worked and unforced errors. Academically, the accreditation process will be made easier with the implementation. Whereas the current process is paper intensive, with Courseleaf, course history and other relevant information will be readily available for audit. This will thus assist in the fulfillment of a major institutional goal to achieve university status. A more diversified and robust educational offering will also assist with this institutional goal.

1.2 Hard, Academic Project will be a net positive return after full implementation. The renovation of course selections will be a driving force for new students. Student cross functionality will be a driver within the business community as companies will notice the breadth of knowl-edge D’Youville students have attained. Academic results should increase as the general interest and education improves with implementation of newest best methods.

1.3 Hard, Academic (Will ask Leah)

1.4 Hard, Academic (Waiting on answer from Matt Metz)

1.5 Hard Project will be a net loss. The money invested however will contribute to the overall mission of institutional charity within the community. Marketing possibilities may stem from increased community service. Associating the D’Youville brand with continued community service may increase overall community goodwill going forward which does not have a direct financial value.

1.6 Hard, Academic Project will be a net positive investment. The project is an institutional requirement for university status. The level of prestige that comes from breakthroughs in research is not duplicable. Research also gives D’Youville the opportunity for greater collaboration with academic and institutional leaders which may provide their own forward moving finan-cial benefits. The number of students that will consider D’Youville for their future educa-tion will increase with the availability to perform research.



2.1 Hard Internal revenue information available from Tim Korn/John Garfoot. Actual profit/loss stated within financials for 2018FA

2.2 Hard Project will come at a slight financial benefit to the institution. This work model however may not be attractive to all students. The list of institutions is rather obscure and does not seem to meet the overall educational track of D’Youville. Many facets of the model are already being implemented by default across multiple departments where applica-ble. (https://www.workcolleges.org/)

2.3 Academic Project will increase overall student recreational possibilities. This provides greater health and wellness of the overall student population. This is a key driver during the ad-missions process as it gives residential students more activities to do on campus. These activities enhance the overall student life experience while maintaining and enhancing a sense of community on campus.

2.4 Hard Overall partnerships for services used by the community will lead to greater community satisfaction with minimal investment.

2.5 Hard, Academic Project should come within single percentages to breakeven as students who would previously not academically qualify to continue their studies will be able to continue their academic career at D’Youville. Academically, the overall GPA of students using the educational services will either be maintained or increase. Potential academic issues may be addressed before they become an ongoing problem. This increase of academic prowess will then lend students to improved employment opportunities, thus increasing the overall reputation of the institution. This also continues the institutional commitment to assisting students with disabilities and giving them opportunities not found at com-peting institutions.

2.6 Soft, Academic Project will increase overall student satisfaction. Greater student agency within their own education will be attained. Fostering a greater student and institutional identity. Greater student engagement will create greater retention and positive verbal market-ing within the greater community. Academically, the mentoring program will result in higher GPAs for those participating. Having a mentor to guide the student through their academic path will lead to academic issues being addressed before they grow into an education ending catastrophe. Greater collaboration between professors and mentors with some mentors being professors within the student’s field of study will foster great-er academic responsibility.


2.7 Hard Project will provide a net financial loss. The project however will fill a void for the needs of many students. Food insecurity is a challenge for a growing percentage of the D’You-ville community and this project fulfills a core portion of the institutional mission.

3.1 Academic No source of revenue. Continuing and enhancing the mission that founded the institu-tion. Greater opportunity for the community to discover or enhance their faith.

3.2 Soft, Academic Campus engagement will create greater opportunities for ideas and learning to be shared throughout the community.

3.3 Soft Project does not have a direct revenue source. Further retention of students from di-verse backgrounds adds to the overall colligate experience. In addition, creating an even more diverse community of inclusion may act as a driver for future admission and sepa-rate D’Youville from peer institutions when students are making their colligate choice.

3.4 Hard Project creates positive sustained growth. Creating a pipeline of potential applicants, already understanding the expectations of D’Youville curriculum would fulfill the en-rollment goals set forth in a previous speech delivered by President Clemo on multiple occasions.

3.5 Hard Project creates positive sustained growth. Increased enrollment into D’Youville with the potential of students receiving a certificate continuing to an advanced degree, thus in-creasing revenue to the institution. Program can ameliorate current offerings and parse larger programs into value driven certificate offerings.

3.6 Academic Project creates greater staff knowledge which will be imparted upon students. Although this may not have a direct effect on GPA, it will create greater knowledge for students entering the workplace after graduation from their program.

3.7 Hard Potential multiplicative gain. Greater revenue penetration will lead to further opportuni-ties. As revenue increases, the potential for future revenue sources multiply.

3.8 Hard (In conjunction with 3.7) Potential exponential gain. Greater funding penetration will lead to further donor opportunities. As the numbers increase, the potential spheres of influence for new donors multiplies.



3.9 Soft Project would create a net loss overall. Regardless of this loss, it is a requirement to keep property, plant and equipment up to date. Many rooms and facilities on campus are obsolete and not appealing to the overall campus community. Fixed asset purchases may also be depreciated in a straight-line manor for tax purposes, recuperating a por-tion of the expenses against other overall profit areas.

3.10 Soft Complete financial loss. Implied gain in institutional branding and overall student satis-faction. Greater relationship with the regional artistic scene, thus joining a local artistic movement.

3.11 Academic Negligible financial loss. Large gain to the intuitional and continuation of the D’Youville mission.

3.12 Academic No negative financial impact to the institution as funds are obtained from donors. Ac-ademic impact of increasing overall graduation percentage across the institution. In-crease of students graduating on time. Increase of overall student satisfaction.

4.1 Soft, Academic Project would create a more efficient information flow from the institution to the greater community. Greater community engagement with events within D’Youville. App would put D’Youville on par with other institutions within the region. Cost of not integrating technology within the institutional offering would be greater with higher community dissatisfaction and lowered efficiency.

4.2 Hard Return on Investment numbers featured within the HUB documentation.

4.3 Hard Project would have a net positive financial impact. This impact is contingent on the facility being opened to the general public on a fee/ subscription-based model. Other institutions have opened such facilities with financial success. (https://www.chronicle.com/article/Opening-Gyms-to-the-Public-Can/238829)

4.4 Hard Projections would be based on potential liability and revenue sources for the mobile clinic. Completely dependent on usage and insurance reimbursement rates.



4.5 Hard, Academic Project loss created from the implementation of the project. Potential financial gain re-lated to the retention and increase of the student body. Projected increase in admissions are not expected to out way overall cost. Approximate break-even admissions increase: 20 full-time students per year. Academically, an increase of enrollment of students spe-cifically interested in their intended field of study. Increase in institutional marketing and name recognition throughout the community.

4.6 *** Per Robert Ward, Meeting is set for approximately the final week of January 2019 to discuss future plans of the Veterans Resource Center.

4.7 Hard Profit/Loss obtained from a performance within the Kavinoky falls within the D’Youville general profit/loss stream. Losses are covered by D’Youville as an institution if the the-atre budget does not permit it. Profits derived from a performance are generally added to the overall theatre budget as needs arise within the department. Overall revenue for each performance is determined by the popularity of the said performance at the time of launch.

4.8 Soft, Academic Project would come at a financial loss. To mitigate this loss, donations and or grants would lessen the financial impact to the institution. Naming rights would be a key source of funding as would leasing space to established food businesses. Student Unions have a profound impact on the overall student experiences. Many academic institutions pride themselves on the state of their student union. Student Unions pro-vide a selling point to potential students and become the face of the institution from the students prospective. (https://www.bestcollegereviews.org/features/most-amazing-campus-student-unions/)

4.9 Hard Project would run at a complete financial loss. The project would however fulfill a cur-rent need for the D’Youville community. The proposed location is 1.7 miles from the campus. A potential partnership with the third-party facility may mitigate costs, as would marketing agreements between the third-party facility and D’Youville. At the most optimal, the project would run at a potential 60% loss.

4.10 Hard Project would run at a complete financial loss minus any tax benefit which may be gained based on D’Youville’s overall tax exposure for the fiscal year.




4.11 Hard Project would create a financial benefit to D’Youville of approximately 15-20% over a 10-year timeline. This would be fostered in higher enrollment, greater student engage-ment and an increase of the potential donor base in the future through more successful business owners with degrees from D’Youville.(https://www.forbes.com/sites/ashoka/2014/10/14/top-10-reasons-why-universities-need-entrepreneurs-in-residence-on-campus/#69508ea21704)

4.12 Soft Project would run at a loss. This loss may be mitigated by either a revenue sharing agreement with the third-party provider or a discount provided by the third-party to members of the D’Youville community thus lowering the overall financial expenditure.

4.13 Soft, Academic Project would create a driver for new students and retention of current students. Stu-dents would graduate D’Youville with real world experience, bolstering their resume and driving students to more knowledgeable career choices. This would create a larger market for future D’Youville students and increase the overall financial viability of the local community. Academically, the project would increase student interaction and in-tegration of the current educational offerings at D’Youville. Grades of the students from departments integrated within the laboratory would increase.

4.14 Hard, Academic Project would serve as a slight financial benefit over a 5-year timeline.Academically, the project would increase D’Youville’s mark on the region. Integration of community wellness in the colligate setting is an increasing trend. D’Youville being a regional first mover within its niche offerings would provide a benefit in higher admis-sions, retention and institutional prestige. Revenue from these increases and potential donations to the institution would cover the projected costs of the initiave.(https://www.monmouth.edu/news/monmouth-universitys-new-insti-tute-for-health-and-wellness-to-impact-community-health/)

4.15 Hard, Academic Project would run at a complete financial loss. Academically, the project would serve as a D’Youville controlled international location for students to apply their education. The project would fulfill key components of D’Youville’s mission of “never refusing to serve.” It would generate the possibility for students to fulfill their potential interest in interna-tional service and service to those within less financially affluent countries.

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