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STRATEGIC PLANNING AT GUILFORD COLLEGE

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Practical liberal arts education. PPS. Guilford Challenge. Expand our academic community ... Identification of key stakeholders, and conformation of action ... – PowerPoint PPT presentation

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Title: STRATEGIC PLANNING AT GUILFORD COLLEGE


1
STRATEGIC PLANNING AT GUILFORD COLLEGE
  • April 6, 2005

2
AGENDA
3
THE PLAN Strategic Priorities
  • Practical liberal arts education
  • PPS
  • Guilford Challenge
  • Expand our academic community
  • Enrollment
  • Alliances
  • 3. Strengthening our Quaker heritage/diversity/ant
    iracism

4
THE PLAN Operational Priorities
  • Ensure stewardship and accountability
  • Balanced budget
  • Facilities
  • Capital campaign
  • Build community
  • Faculty/staff/student satisfaction
  • Community time and events

5
CONNECTIONS
6
PROGRESS TO DATE
  • Identification of key stakeholders, and
    conformation of action steps, timelines, and
    money.
  • Balanced budget for FY 2006 with 5 endowment
    spending rate.
  • FY 2006 budget includes 6-7 in faculty salary
    increases.
  • Construction of new student residence halls.
  • Progress on UNCG alliances in business,
    education, sports management, womens studies,
    honors, conflict management.
  • Record enrollment for August 2004 and new record
    for traditional applications for 2005.
  • Hiring of faculty and staff.
  • Posting of ombudsperson position.
  • Creation of community time on Wednesdays.

7
NEXT STEPS (2005-2006)
  • Audits of current efforts in PPS and The
    Guilford Challenge
  • Develop Center for Principled Problem Solving
  • Identify measurable outcomes for PPS
  • Pilot co-curricular transcript
  • Continue development of UNCG alliance identify
    other partners
  • Develop enrollment management plan (new students
    and retention)

8
NEXT STEPS (2005-2006)
  • Training and recruitment materials for Quaker
    heritage and anti-racism
  • Complete master plan decide on Phase II of
    student apartments
  • Begin market adjustments for staff pay
  • Feasibility study for capital campaign
  • Establish teaching excellence awards
  • Analyze and implement results of NSSE and other
    data about student, faculty, and staff
    satisfaction

9
CONCERNS AND CAVEATS
10
WORKLOAD
PROGRAM REVIEW CRITERIA
SACS

Assessment
Stewardship
PPS/Gen Ed
Alliances
PPS/QEP
Growth by substitution
STRATEGIC PLAN
SACS is 1
11
PULSE OF THE CAMPUS
1
2
http//phoenix.guilford.edu/SLRPCommPulse05.nsf/Pu
lseQuestions?OpenForm
12
INTRODUCTION TOCAMPUS MASTER PLANNING
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