Prescott College Community Meeting

1
Prescott College Community Meeting

• March 27, 2006

2
We Can Expect a Future With Opportunities

• ADGP Enrollment
• Continuous increases in enrollment for past 2
  years
• Record high re-enrollment (retention) rates
• 24 F06 applicants for PhD program (class of 12)
• RDP Enrollment
• 17 increase in new students F05
• Projecting 25 increase for F06
• FA for RDP will increase from 500,000 in 05-06
  to 3,000,000 in 09-10
• Development
• 50 increase in Endowment over past 18 mos
• 9 increase in total giving over last year
• 11 increase in number of donors over last year
• Board of Trustees
• Anticipates 3,900,000 marginal net revenue in
  2009-10 over this year (Chairman D Sweeney)

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We can plan how we want to build an intentional
future, or we can let these opportunities pass us
by.
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Strategic Planning Outcomes

• An Update to the College Community
• Outcomes as of March 27, 2006

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Administrative Segment

• Institutional Research and Technology
• Facilities
• Marketing and Public Relations
• Development
• Food Service
• Office of the Registrar
• Financial Services
• Human Resources

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The Process We Used

• Presidents Address Oct 05
• Preliminary Unit Discussions Oct-Dec 05
• Directors Coordinating Meetings Dec 05 Jan 06
• Unit Planning Dec 05 March 05
• Community Mtg Presentation March 27
• Admin Segment Celebration March 28

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What are the 3 most important goals/things for
your area?

• Managed Response to Growth
• growth in service quality expectations
• growth in diversity of college programs and
  offerings
• growth in constituencies to be served
• Enhanced Communication and Improved Overt Signals
  of Our Continuum of Values
• for internal constituencies
• for external constituencies
• Expanded Diversity of Revenues
• diversity within enrollment-related revenues
• expansion of non-enrollment related revenues

8
What are the 3 most important changes outside
your particular area?

• Increased Ethnic and Socioeconomic Diversity
• Enhanced and Improved Facilities and Technology
  Infrastructure
• Enhanced and Improved Recognition, Compensation,
  and Growth Opportunities for Employees

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The Resident Degree Program

• RDP Faculty (RF)
• RDP Operations (RO)
• Library (L)
• RDP Admissions (RA)
• Student Services (SS)
• RDP Student Body (RS)

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Process

• Individual units identified Strengths,
  Weaknesses, Opportunities and Challenges
• Individual units prioritized three internal and
  three external goals/changes
• Planning Team helped to synthesize each unit plan

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Planning Team

• Jim Brandt, RDP Faculty Chair
• Laurie Silver, Student Services Director
• Eileen Chalfoun, Library Director
• Tim Robison, RDP Admissions Director
• Gret Antilla, RDP Dean

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What are the 3 most important goals/things for
your area?

• Curriculum refine and focus the resident
  academic offerings and academic structures in
  ways that strengthen our identity and allow us to
  be both relevant and distinctive
• Enrollment increase RDP enrollment to achieve a
  more sustainable, more diverse, and more
  selective student population
• Student support significantly improve academic
  and personal support services for current
  students

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Curriculum refine and focus the resident
undergraduate academic offerings and academic
structures in ways that strengthen our identity
and allow us to be relevant and distinctive

• Process
• identify educational trends and conduct
  curriculum research (RF)
• identify the academic needs/desires of
  prospective and current students (RF, RA, RS)
• define and refine international and
  off-campus/independent studies (A)
• review and assess the relationship between RDP
  and ADGP (RF)
• develop and articulate our educational identity
  through faculty discussions about
  values/identity/goals (liberal arts, social
  change, environment, outdoors, degree
  flexibility, personal attention, etc.) (RF, RA)
• evaluate and provide resources for current/new
  curricular areas and academic structures based on
  shared values and educational trends solidify
  current curriculum provide resources or
  eliminate on the edge curriculum (ex Holistic
  Health Eco-design) (RF, RA, RS)
• investigate diversification of resident
  degree/certificate program, BA, BS, BFA, PB, MA
  (A)
• create new student seminar opportunities (RF, RS)
• integrate information literacy outcomes that form
  a basis for lifelong learning into curriculum (L)
• create environments and programs to attract
  community members (students, faculty, staff,
  city) to the campus (L)
• expand flexibility of the Wilderness Orientation
  program to meet a diverse student population (A)

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Enrollment increase RDP enrollment to achieve a
more sustainable, more diverse, and more
selective student population

• Process
• engage in discussions about the type of students
  we can attract and select (first time freshmen,
  transfer, politically active, diverse, etc.) and
  develop partnerships with like minded
  organizations to provide a base for recruitment
  (RF, RS, RA, SS)
• conduct market research (RF, RS, RA)
• increase investment in and development of
  marketing materials reflecting our values and
  targeted at specific individuals or groups (RF,
  RS, RA)
• increase opportunity for RDP faculty members and
  Admissions staff to interact and work together to
  bring in more new students (RF, RA)
• continue to evaluate the effectiveness of our
  marketing efforts (RF, RS, RA)
• increase admissions selectivity (RF, RA)

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Student support improve academic and personal
support services for current students

• Process
• identify areas of need (writing, tutoring, tech
  support, advising, counseling, wellness, drug and
  alcohol education, disability issues, etc.) (RF,
  RS, RA, SS, L)
• devote physical space, personnel, and financial
  resources to meeting those student needs (RF, RS,
  SS)
• clarify and simplify graduation and advising
  processes (e.g. "demystify the degree planning
  process" to help current students and attract new
  students) (RF, RS)
• provide targeted academic and personal support
  for First-time College Students (RF, RS, SS)
• develop a Career Center (RA, SS)
• attract a diverse faculty and staff (RS)
• implement strategic approach to institutional
  financial aid and discounting (RF, RS, RA)
• improve institutional support for locating
  external scholarship opportunities (RS)
• support student initiated programs (ARC, Ripple
  Project, Campus Compact, Sexual Assault Resource
  Center, etc.) (RS, SS)
• involve students in decision making processes
  (RS)
• improve functioning of the Student Advisory
  Council (SAC) (RS)

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What are the 3 most important changes outside
your particular area?

• Finances dramatically increase college fund
  raising and diversify revenue streams
• Campus and infrastructure develop a coherent
  campus
• Compensation offer competitive compensation for
  faculty, instructors, adjuncts, and staff
• Community and Identity - Improve Prescott
  Colleges academic reputation and image

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Finances dramatically increase college
fundraising and diversify college revenue streams

• underwrite institutional aid program through
  increased fundraising (RF, RS, RA)
• hire additional staff members to enhance
  fundraising efforts (RF, RA, L)
• implement non-credit or continuing education
  courses (RF, RA)
• initiate capital campaign (PT)
• dramatically grow the endowment (RF)

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Campus and infrastructure create a physical
campus identity through continued/accelerated
campus development

• significantly improve campus attractiveness and
  functionality by maintaining/cleaning our current
  structures (RF, RS, RA, SS)
• update academic facilities to standards
  consistent with competitors (RF, RA)
• plan and develop new facilities using sustainable
  building practices (such as student housing,
  science labs, one multi-use student resource
  center, converting the alley to a pedestrian
  walkway, improving signage/visibility, lighting,
  etc.) (RF, RS, RA, SS, L)
• walk our talk in terms of green renovations and
  (RS)
• match campus improvements to student enrollment
  and student needs (RS)
• improve and update use of technology (L)

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Compensation and staffing improve compensation
and benefits

• offer competitive compensation for faculty,
  instructors, adjuncts, and staff (including
  salaries, which are tied to the cost of living,
  health insurance, retirement, greater workload
  flexibility, etc.) in order to continue to
  provide quality experiences for our students (RF,
  RO, SS)
• enhance and provide resources for professional
  development activities (RF, RO, SS)
• provide increased human resources for
  understaffed areas (RO)

20
Community and Identity- Improve Prescott
Colleges image and academic reputation

• Improve Prescott Colleges academic reputation
  through a deliberate and sustained public
  relations effort (RF, RA)
• Re-position Prescott College in a new peer
  grouping of more prestigious alternative liberal
  arts colleges (RA)
• Plan more community events (L)

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Summary

• Enrollment
• Curriculum
• Finances

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Adult Degree Graduate Programs

• ADP Faculty
• Graduate Faculty (MAP / PhD)
• Staff in Prescott
• Admissions in Prescott
• Tucson Center Staff Faculty
• ADGP Adjunct Faculty
• ADGP Students Alumni
• Library Student Services

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ADGP Planning Group

• Christina Lawson, MAP Tucson Faculty
• Rick Medrick, MAP / PhD Prescott Faculty
• Debbi Wilson, ADGP Prescott Staff
• Jerri Brown, ADGP Prescott Staff
• Terril Shorb, ADP Prescott Faculty
• Tom Potter, ADP Tucson Faculty
• Esther Almazan, ADGP Tucson Staff
• Ann-Marie Benz, ADGP Student
• Kaia Lael, ADGP Student
• David Greenwood, ADGP Tucson Staff
• Darcy Riddell, ADGP Graduate Advisor
• Darrell Burrell, ADGP Alumni
• Sarah Silver, ADGP Student
• Bob Widen, ADGP Alumni Mentor
• Frank Cardamone, ADGP Operations
• Paul Burkhardt, ADGP Dean

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ADGP Process

• All ADGP Planning Retreat
• Shared values core characteristics
• Strengths, weaknesses, opportunities challenges
• 20 year visioning
• ADGP Planning Group
• Individual units / offices / sites developed
  internal and external goals / changes
• Planning Group synthesized categories from unit
  level consensus documents
• Planning Group requested feedback, and additional
  office-level processes, prioritization detailed
  templates

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ADGP Shared Values Characteristics

• Community-based
• Student-directed / Student-centered
• Social Justice / Environmental Sustainability

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ADGP Long Term Vision

• Identify develop existing social network
  density / community connections
• Learn from Tucson Center experience to create
  replicable scalable model
• Build local presence, support enrollment
  through community-based programs
• Create an integrated, international network of
  diverse bioregional hubs

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What are the 3 most important goals/things for
your area?

• Improve our students experiences
• Extend our community outreach
• Improve our human resourcing.

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Improve the ADGP Student Experience

• Listen to our students and alumni through surveys
  assessment of their experience to increase
  student satisfaction and learning
• Improve the quality of our interdisciplinary
  academic programs, our student-centered pedagogy
  and delivery
• New improved approaches and processes
  supporting the development of re-examined student
  competencies (e.g. integrated information
  literacy development) connected to mission plan
• Improve high-touch, community-based approach so
  students feel more connected with staff, faculty,
  peers, communities, and Prescott College
• Improve our communications with students in
  various media (handbooks, website, Moodle,
  advising, email, phone, etc.)
• Increase student diversity and access through
  increased fellowship and grant support
• New, mission-appropriate programs that meet
  community needs result in gainful employment
  for our graduates
• Develop with Student Services a range of support
  mechanisms for ADGP students (counseling,
  writing, time / project management, social
  networking, career counseling placement,
  student affairs, student governance,
  low-residence housing, etc.)

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Increase Diversify ADGP Community Outreach

• Develop a process for soliciting, evaluating, and
  resourcing proposals for new programs and for
  strategic partnerships from diverse internal
  external constituencies
• Listen to diverse community needs in developing
  and assessing new programs partnerships
• Increase our presence in diverse urban and rural
  bio-regional hubs with clusters of students,
  alumni, mentors through an alumni network,
  partnerships, programs, etc.
• Integrate the key concept of reciprocity into our
  academic programs and into our practices with
  students, with each other and with community
  groups
• Recognize and support the collaboration of ADGP
  staff and faculty in diverse community outreach,
  partnerships, and recruiting
• Improve our market presence in diverse
  underserved communities through increased
  targeted advertising and other marketing
  activities
• Create a replicable, scalable model for other
  sites/networks with effective administrative
  academic relations, communications

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Improve Human Resourcing

• To achieve our 1st and 2nd goals above and
  manifest our long term vision
• Increase the staffing of our offices to generate
  the capacity to serve retain our current
  students and to gradually increase new student
  numbers
• Professional development programs for staff and
  faculty
• Diversify our faculty and staff through targeted
  recruitment of students, mentors, staff and
  faculty and through new program development
• Define faculty and staff roles and
  responsibilities
• Improve formative / summative evaluation
  processes
• Develop mentor/advisor networks, training
  evaluation programs
• Increase compensation for faculty and staff
  (including adjuncts)
• Increase staff empowerment through participatory
  decision-making
• Support the creation of additional, non-tuition
  revenue streams (CEUs, certificates, development,
  grant-writing, etc.)

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What are the 3 most important changes outside
your particular area?

• Increase integration and collaboration within
  across units
• Improve physical resources and technological
  infrastructure here and at other sites
• Increase and improve our integrated marketing and
  public relations

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Increase integration and collaboration

• In a manner that recognizes the different
  identities and functions of the units and ensures
  their security while increasing the
  conceptualization of Prescott College as a whole
• Horizontally, between ADGP RDP faculty,
  programs and students between systems and staff
  in Registrars, Business, and program offices
  and with shared resources such as Student
  Services, Library, etc.
• Vertically, in terms of communication,
  relationships and decision-making between Board
  of Trustees, administration, faculty, staff and
  students
• By creating effective, non-disruptive,
  longer-term mechanisms for collaboration,
  exchange and synergy between the academic
  programs, personnel and students of ADPG RDP

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Improve physical resources and technological
infrastructure here and at other sites

• Streamline our paperwork, data systems and
  workflows (e.g., through web-based interfaces to
  Power Campus scheduled tasking communications
  tracking electronic routing and approval of
  contracts, evaluations, etc. within and between
  units)
• Improve internal communications and high-touch
  connections between staff, faculty and students
  in dispersed learning and working environments
• Appropriate technologies to support the learning
  of diverse, geographically dispersed students
• Improve and extend our external communications,
  marketing and community outreach (e.g.,
  especially via our website)
• Improve our institutional research, assessment
  and data-driven decision making
• Mindful construction and maintenance of social
  spaces in a manner that is environmentally
  sustainable, uses appropriate technology and
  supports our pedagogy
• Through non-tuition based revenue streams (e.g.,
  development, grants, perhaps by creating PC
  design, building or technology programs that
  employ students, etc.)

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Increase and improve our integrated marketing and
public relations

• Increase and focus appropriately our market
  presence to increase the distinction of our brand
  of education and action for social justice and
  environmental sustainability
• Integrate and balance our branding across
  programs and markets (i.e., increase marketing
  and public relations messaging for ADGP to
  balance with that for RDP)
• Assure that our marketing accurately matches our
  reality
• Increase marketing and public relations resources
  and work in appropriate PC units and coordinate
  across units without turning academic program
  work into marketing
• Focus and increase our outreach and marketing to
  more diverse communities
• To Increase enrollment as well as non-tuition
  revenue

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ADGP Summary
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Concluding Thoughts

• For strategic planning info, visit
  www.prescott.edu/administration/strategicplan.html