Archways Plan 2017 - Nebraska Wesleyan University€¦ · Archways Plan 2017 Last Revised August...

Archways Plan 2017 Last Revised August 2016 CONFIDENTIAL

LL. GROW AND DIVERSIFY REVENUE STREAMS*

Sub-Objective Measurements Targets Actions Lead

By 2015-16: 3-4 Master's degrees

[M.Ed. completed 2014]

[MSW completed 2015]

[Master Theatre Educ. in process 2015]

By 2017: 2 new Master's degrees

[MBA launched Summer 2014]

[M.Ed. launched Summer 2016]

2014-15: 3,600 [Actual: 4,051] Apply sound enrollment management tactics

and delivery modelsMotzer/Walls

2015-16: 4,000 [Actual: 4,033] Revise ancillary support systemsWalls/Coffin/

Hall/Gade-Jones

2016-17: 4,600 Enhance Omaha brand and footprint Motzer

In 2014-15:

Complete preparations to add Wrestling

[It will happen in 2015-16; public

announcement made 7/13/15]

Hire coach and recruit student-athletes

Matriculate and support wrestling students for

Fall 2016Zeff

In 2014-15: Add Pre-licensure BSN Market and recruit for Pre-licensure BSNKelen/Hardy/

Hain/Coffin

By 2016-17: Enhance 1 CLAS major Work with APC to enhance 1 CLAS major Muyskens

Complete internal review of Adv. majors Muyskens

CLAS:

2015-16: 20 BSN students [Actual: 18]

2016-17: 40 BSN students [Actual: 42]

UC Advantage:

2014-15: 410 new credits out of 8,200

[Actual: 1,080 new credits out of 7,713]

2015-16: 800 new credits out of 9,000

[Actual: 1,015 new credits out of 6,387]

2016-17: 900 new credits out of 9,900INDICATES COMPLETION

*Connection Code to AP17 Strategy Map:

LL = Lower Left: Grow and diversify beneficial revenue streams

LR = Lower Right: Focus on essential programs and expenses

C = Center: Hire, retain and support faculty and staff dedicated to meeting strategic objectives

UL = Upper Left: Create a dynamic living and learning environment

UR = Upper Right: Identify, recruit and retain students destined for success at NWU

Add revenue from new

programs and markets

Complete feasibility studies Walls

CLAS and UC faculty and staff develop curricula

and business plans that are approved by Board

and accrediting body

Walls/Team

Total Master's degree credit

hours/gross revenue (lagging)

By 2016-17: Review UC Adv. majors

Number of new programs in

undergraduate markets

(leading)

New undergraduate enrollments

(lagging)

Matriculate and support a full cohort of

students to Nursing program annually

Evaluate and refine Advantage recruitment

Motzer

Motzer

Number of feasibility studies

(leading)

Number of new Master's

degrees/programs (leading)

Page 1


Sub-Objective Measurements Targets Actions Lead

2014-15 Goal: >20% increases and

<12% decreases [Actual: 53%

increases and 11.58% decreases]

2015-16: 5 Builders Club and 5

Associates Club [Actual: Increase of

14 Builders and decrease of 8

Associates]

2016-17: 5 Builders Club and 5

Associates Club

2014-15: 28 [actual: 34]

2015-16: 28 [actual: 12]

2016-17: 28

*measurement revised July 2015

INDICATES COMPLETION

LL. GROW AND DIVERSIFY REVENUE STREAMS

Annual increase in The Presidents

Society membership in Archway Fund

(lagging)

Personally solicit current TPS members for

retention and increases. Strategically solicit

potential TPS members based on giving

history, capacity, and propensity to give.

Greving

Grow Archway Fund

Annual increase in $250-$999 Archway

Fund donor club membership as a

robust donor pipeline toward The

Presidents Society* (lagging)

Solicit existing donors using a wide variety of

channels and tactics to maintain and increase

their gifts. Use targeted appeals to acquire

new donors at the $250+ level.

Greving

Page 2


LR. FOCUS ON ESSENTIAL PROGRAMS AND EXPENSES

Sub-objective Measurements* Targets Actions Lead

Students-to-faculty member

(leading)

13:1 student:faculty ratio (CLAS & UC) for

2017

Faculty positions moved (lagging)

2014-15:

CLAS: 4 majors combined, reduced, or

discontinued [2 completed:

Religion/Philosophy;

French/German/Spanish in one major

CLAS: 2 faculty positions moved to high-

enrollment programs [Accomplished, and

more]

UC: TBD based on evaluation [Positions were

reallocated]

2015-16:

CLAS: 2 faculty positions moved to high-

enrollment programs

UC: TBD based on evaluation


Rebalance academic

resources to control

expenses and to enhance

opportunities for revenue

growth

Progress in distributing academic

resources effectively (lagging)

*The Long-Range Academic Planning Committee (APC) will also use additional

quantitative/qualitative measures in its work

Continue work of APC

Evaluate UC programs and teach out or add

faculty

Muyskens

Muyskens

2016-17:

CLAS: in fall APC will dscuss academic goals

and review its progress. In spring APC will

prioritize positions

UC: as above

Continue work of APC; work with chairs and

program directors, especially in UC on student

faculty ratio

Students per faculty member

(leading)

14:1 student:faculty ratio (CLAS & UC) 2016

[Actual: 12:1]

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LR. FOCUS ON ESSENTIAL PROGRAMS AND EXPENSES

Sub-objective Measurements Targets Actions Lead

2014-15: offices doing the work

[Cabinet (25 deans & directors) is important group focusing

on better uses of time and taking the lead in dropping

projects that are non-essential, e.g., Empty Bowls fundraiser

for Food Bank]

2015-16: HLC program reviews completed: Nursing; Forensic

Science; Communication Studies and Social Work

2016-17: HLC program reviews upcoming: Biology, English,

Physics, and M.Ed.

2014-15: reports from offices of results

[On-campus rotations of new computers changed to

emphasize actual needs instead of automatic replacement]

[Discontinued servicing non-NWU-owned faculty/staff

computers]

[Cabinet will continue to focus on better uses of time and

resources]

2015-16: HLC program review results: Nursing and Social

Work received reaccreditation; Forensic Science -teaching

out of students; Communication Studies-confirmed

curriculum and decided to rotate faculty through role of

speaking consultant.

2016-17: HLC program review results


Reallocate operational dollars

by identifying activities and

initiatives that do not match

with strategic priorities and

move their time, effort and

dollars to strategic priorities

Engagement in this process

(leading)Gade-Jones/

Muyskens

Gade-Jones/

Muyskens

Reallocate dollars within office budgets to focus on

strategic priorities

Results of this process (lagging)

Design and implement process to reallocate funds

among offices to focus on strategic priorities [started

2015-16]

Page 4

Archways Plan 2017 Last Revised August 2016 Confidential


Compensation goals

Actions identified in LL and UR resulting

in revenue growthGade-Jones

Actions identified in LR resulting in

expense reductionGade-Jones

Narrow faculty salaries gap compared to peer

institutions by 5% to 10% annually [based on

revised peer group approved by Board of

Governors Fall '15]

Emphasize compensation improvement

in budget process, in positions where it

is lagging

Ohles with

Ad Council

Similar improvement of staff wages

compared to local prevailing wages

Updated comparison groups in 2014-15

for Board approval

Ohles/

McDowell

Satisfaction surveys

Percent faculty completing

satisfaction survey

(leading)

2017: 2% increase over 2014 Administered in 2014; next cycle 2017 McDowell

Percent staff completing

satisfaction survey

(leading)

2018: 2% increase over 2015 Administer in Fall 2015, 2018 McDowell

Percent students

completing engagement

survey (leading)*

2017: 2% increase over 2014

(in 2014 57% of 1st-year surveyed students &

54% of senior surveyed students completed

survey)

Administered in 2014; next cycle 2017Glenn/

P Armstrong

Faculty satisfaction survey

result (lagging)2017: increase in average score over 2014 Develop actions to enhance satisfaction Muyskens

Staff satisfaction survey

result (lagging)2018: increase in average score over 2015 Develop actions to enhance satisfaction

Ohles/

McDowell

Student engagement survey

result (lagging)*

2017: increase in mean score over 2014 in

interaction with diverse populations (mean in

2014=41.9)

Develop actions to sustain and enhance

engagement in this areaMuyskens


*For student engagement, see UR: Retention sub-objective

C. HIRE, RETAIN AND SUPPORT FACULTY AND STAFF DEDICATED TO MEETING STRATEGIC OBJECTIVES

Revenue gains thru LL &

UR, and expense

reallocations thru LR

(leading)

Positive annual financial margin from LL, LR,

and UR, as seen in growing budget margin

[2014-15: Positive margin of $8,000 following

external audit insufficient to increase

investment in compensation]

[2015-16: Similar result pending external audit;

2016-17 raise pool projected at 2.5%, greater

than recent years]

Enhance faculty/staff

satisfaction

Improvements in

faculty/staff compensation

(lagging)

Page 5


C. HIRE, RETAIN AND SUPPORT FACULTY AND STAFF DEDICATED TO MEETING STRATEGIC OBJECTIVES


2014-15: Internal staffing

established to guide this review and

1/3 of staff functions reviewed;

report of results

[not done]

2015-16 and 2016-17: annually 1/3

of staff functions reviewed and

workloads changed

Analysis and review leading to

reduction in non-strategic, non-

essential faculty workload

(leading/lagging)

See Targets under LR: Rebalance

Academic Resources

Long-Range Academic Planning Committee

(APC) assessment of academic priorities--see

LR: Rebalance Academic Resources

Muyskens


Analysis and review leading to

reduction in non-strategic, non-

essential staff workload

(leading/lagging)Align workload with

essential work and

strategic priorities

Internally staffed assistance in analysis of job

functions related to strategic priorities;

improvement in workload by discontinuation

of non-essential, non-strategic work

(consultation with Cabinet).

In 2016-17 being reassessed with ne HR

Director.

McDowell

Page 6


UL. CREATE A DYNAMIC LIVING AND LEARNING ENVIRONMENT


Design work authorized (leading) January 31, 2014 Proposal to Board of Governors Chandler

RFP for Architectural and

Engineering Services (leading) March 31, 2014 Proposal sent to 8 potential firms

Chandler

Firm selected August 1, 2014 Celli-Flynn Brennan selected Chandler

Architectural plans completion

(lagging)

June 30, 2015

[completed through Design

Development]

Celli-Flynn Brennan completes plans Gade-Jones

July 1, 2014: quiet phase $$ target

July 1, 2015: quiet phase $$ target

[Actual: $13.75 million]

2015-16: approved institutional

goal is $18 million* [Actual: $19.34

million]

July 1, 2017: $24 million

*indicates revised target July '15


Science campaign milestones

(lagging)

Solicitation and closure on lead and

insider gifts Greving

Begin Construction

of Science Facility -

Phase I

Page 7




Construction

Preliminary design and cost

estimate (leading)April 1, 2014

Residential Life staff and Facilities staff

create and cost plans

Advancement Office review

(leading)April 10, 2014 Funding proposal shared with gift officers

Architectural plans completion

(leading) September 1, 2014 Sinclair Hille

RFP for project (leading) October 1, 2014 RFP issued

Proposals due (leading) October 31, 2014Contractor selected:

Sampson Construction

Construction contract (leading) December 1, 2014 Contract complete

Construction start (leading) January 2, 2015 Construction under way

Construction completion (lagging) May 31, 2015

[Actual: July 2, 2015]

Construction complete

Funding

Funding completion (lagging) $100K grant received from

Sunderland Foundation;

balance paid from cash

reserves.

Eventual naming

opportunity later.

Discussions with donors


Renovate

Pioneer Hall

Gade-Jones/

P Armstrong

Greving

Page 8




Plan for teaching and learning

with technology (leading)

January 15, 2015

[Archway Integrated Teaching & Learning Group

(AITLG) completed general plan March 2015]

Solicit input on best technology for learning and

teaching

Chandler/

Muyskens

E-portfolios (Digication)

incorporated in general education

assessment (leading)

September 1, 2015

[Actual: Incorporated Fall '14 with Archway

Curriculum. Numerous faculty trained; process now

ongoing for new faculty & software upgrades]

Provide E-portfolio training and support for faculty Jones/Skirry

2014-15: establish baseline [still to be done] Develop an improvement plan

January 2016: 5% increase in number of faculty in

BlackBoard--difficult to establish baseline; During 2016-

17 and 2017-18 will perform pilots to study alternative

course management systems; By 2019-20 all

departments using electronic portfolios (Digication) in

senior capstone; Will establish benchmarks for

Digication beginning September 2016.

January 2017: Increase in the number of faculty using

Blackboard and Digication for E-Portfolios

September 1, 2014: Olin, Omaha

December 31, 2014: S-C, Old Main, O'Donnell

Concept for Center for Teaching

and Learning (leading) November 1, 2014

[to be developed by August 31, 2015]

Instructional Technology/ Academic Affairs solicit

input from faculty, staff, studentsKelen

Remodel Cochrane-Woods Library

for Center for Teaching and

Learning (lagging)

August 31, 2015 Plans completed, bids solicited and contract awardedGade-Jones/

Kadavy

Cochrane-Woods funding Ongoing Cultivate interest Greving


Muyskens/

Gade-Jones

Dow

Implement technology-rich

teaching and learning

environment

Develop and implement plan for wireless access in

classrooms

Blackboard annual usage

(lagging)

Classrooms with wireless access

(leading)

Provide Blackboard and Digication training and

support for faculty and students to use for

E-Portfolios

Page 9


UR. IDENTIFY, RECRUIT AND RETAIN STUDENTS DESTINED FOR SUCCESS AT NWU


2014-15: Average CLAS first year net tuition revenue $12,000

[actual: $12,800]; average CLAS blended $14,000 [actual:

$15,200]

2015-16: Average CLAS first year net tuition revenue goal:

$12,500 [actual: $12,494]; average CLAS blended goal:

$14,500 [actual: $15,052]

2016-17: Average CLAS first year net tuition revenue $13,000

[actual: $13,522]; average CLAS blended $15,000 [actual:

$15,465]

Inquiries:

2014-2015: 7,000 [actual: 11,780]

2015-16: was 7,350; goal revised to 12,400 (5% increase)

[actual: 13,732]

2016-17: was 7,715; goal revised to 13,000 (5% increase)

Applications:

2014-15: 1,800 [actual: 1,700]

2015-16: 1,850; revised 9% increase [actual: 1,803]

2016-17: 1,900; 3% increase

Accepted applicants visiting campus:

2014-15: 60% [actual: 63%]

2015-16: was 63%; goal revised to 66% [actual: 68%]2016-17: was 67%; goal revised to 70%

Achieve CLAS enrollment aligned with cost structure breakeven

point of 1,500

[Projected CLAS enrollment 2015-16: 1,440; actual: 1,438]

[CLAS enrollment target for 2016-17: 1500+; actual: 1,499]

Strengthen transfer recruitment efforts Motzer

Collaborative alumni recruitment:

2014-15: Model in Omaha [no Omaha reception hosted;

Denver: 34 attended, 29 applied, 7 enrolling. KC: 8 attended, 4

applied, 2 enrolling. Phoenix: 3 attended, 1 applied, 0 enrolling]

2015-16: Continue Denver, KC, Phoenix alumni collaborations.

[Denver reception resulted in 13 enrollments; 34 students from

Colorado, a historic high]

2016-17: Continue alumni collaborations as in 2015-16.

2014-15: 19,800 [Actual: 20,796]

2015-16: 21,800 [Actual: 19,609]

2016-17: 24,000


Credit hours in UC (lagging)

Revise delivery models as needed

Create pathways for students in existing degree

programs. Grow corporate partnerships for new

markets and revenue streams. Action in this

area: NWU has signed MOUs with Columbus

Community Hospital, York General, Nelnet, and

National Research Corporation. The enrollment

team is working to secure several other

agreements.

Motzer

Ensure enrollment with

beneficial net revenue

Develop collaboration plans with alumni to

increase CLAS out-of-state enrollmentMotzer

Enrollment in CLAS (lagging)

Motzer

Responses to "Calls to Action"

among prospective students

(leading)

Motzer/

Gade-JonesContract with a financial aid optimization firm

Net tuition revenue for CLAS new

and transfer students (lagging)

Increase investment in search

Improve conversion of inquiries

to applicants

Develop additional visit options and

promote to prospects and applicants

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UR. IDENTIFY, RECRUIT AND RETAIN STUDENTS DESTINED FOR SUCCESS AT NWU


2014-15: Retention baseline for historically

high D, F & W grade Archway Curriculum

first-year courses

[development in process]

2015-16: 1% increase in course completion

of identified courses [actual: pending]

2016-17: 2% increase in course completion

from 2014-15 baseline

2014-15: 70% good standing and class

registered

[Actual: 75%]


registered [Actual: 61%]


registered ; 2017-18: 72% good standing

and class registered

Assistant Dean Team

2014-15: 78% goal [Actual: 81%] (from 2013-

14 1st-year)

Monitor data, processes, and services that

impact retention

2015-16: 79% (from 2014-15 1st-year)

[Actual: 77.4%]

Focus assessment on first-year conditionally

accepted students

2016-17: 80% [actual: 78%] (from 2015-16

1st-year)

2017-18: 81% (from 2016-17)

2018-19: 82% (from 2017-18)

Expand monitoring across campus and to

Assistant Dean Team

2014-15: Establish plan [incomplete]

2015-16: establish actual and Increase 1%

[actual: pending]

2016-17: Increase 1%


Retention rate in UC (lagging)

Improve Retention

Study best practices; faculty development

program; specific orientaion and touch points

with students

Muyskens

Rate of persistence among

students at risk per semester

(lagging)

First- to second-year retention

rate (lagging)

Successful completion of new

Archway Curriculum first-year

courses (leading)

Muyskens

Muyskens

Muyskens

Monitor grade tracking of D, F, W courses;

support Supplemental Instruction and

alternate ways of pedagogy such as Prep

Chemistry

Implemented MAP-Works student success and

retention software to replace Early IQ,

Summer 2014

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