dare. dream. achieve.the final deliverable, desired state of technology –evaluation of current...

Dare. Dream. Achieve.

Conversations at The W

www.muw.edu

Our Three-Year Journey and Our Future

www.muw.edu

“…I like the dreams of the future better than the history of the past…”

Thomas Jefferson

University Priorities Committee

Dr. Jim Borsig, ChairDr. Sheila AdamsLeAnn AlexanderSirena CantrellDr. April ColemanLee CrouseDr. Kimberly DorseyDr. Dionne FortenberryMelanie FreemanErinn Holloway

Quincy Hughes

Dr. Tammie McCoy

Dr. Jenny Miles

Nora Miller

Shelley Moss

Dr. Caroline Payne-Purvis

Dr. Tom Richardson

Dr. Scott Tollison

Tyler Wheat

Today’s Conversations

Introduction 10 minutes

Presentation 30 minutes

Step #1 10 minutes

Step #2 10 minutes

Step #3 10 minutes

Step #4 10 minutes

Report Out 30 minutes

Today’s Conversations

You don’t have to be a subject matter expert.

Today’s conversations will be a part of the Committee’s considerations

Committee will submit recommendations to the President

Priorities will be announced at Homecoming 2016

Process

Short-term, five-year focus--generally

Builds on existing university processes, committees, and councils

Guides choices, selection of options, and resources

Subject to revision

www.muw.edu/priorities

www.muw.edu

Everyone is in favor of progress until they realize it requires change.

Jim Barksdale

www.muw.edu

Considerations

State of Mississippi Performance Budgeting Indicators & Strategic Plan requirements

Board of Trustees Performance Allocation Formula

University Elements

Institutional assessment/effectiveness based

Accountability, i.e. Evidence based, data driven

www.muw.edu

University Priority Focus Areas

Recruit, retain, and graduate our students

Advancement Excellence

Regional Stewardship

21st Century university

University Elements

Academics

Advancement

Athletics

Branding/Marketing

Enrollment Management

Funding Formula

Master Plan

Regional Stewardship

Technology

QEP

www.muw.edu

Academics

Academic Program Review

Develop programs supporting The W’s 21st century mission

Support and encourage programs with growth potential

Relevant curriculum

Appropriate delivery methods

QEP

Academics

Increase faculty development opportunities

Center for Teaching and Learning

Review the administrative organization of academic programs for appropriateness and effectiveness

Increase study-abroad opportunities for students and faculty

Increase staff development opportunities

Academic opportunities

New academic programs

Resources to enhance existing programs

Support innovative pedagogy

Enhance technology

21st Century curriculum

www.muw.edu

Advancement

Advancement Audit in 2012

Ambiguity about staffing due to turnover Concern about the experience of deans, department

chairs and others being effective fundraisersWeary of the alumni problems Alumni Board willing to be part of the fund raising efforts Operating budget “sufficient;” staffing “lean” Telefund, direct mail, personal solicitation successful, but

small number of alumni of record participating Faculty/staff giving at 40% is “quite good”

www.muw.edu

Advancement

Reorganized, relocated Alumni Relations & Development

Staff development

University branding and marketing

Improved prospect research

Cultivate increased giving by Alumni and Foundation Boards

Strengthen programming and strategy

www.muw.edu

Advancement

Homecoming; Affinity groups; new approach to regional events; enhanced social media

Visions significantly improved; 5000 added mailings

Improved prospect research nearly complete for top 200 potential donors; 75% have had essentially no contact with The W since graduation

Cultivate increased gifts by Alumni & Foundation Boards By-laws revisions Minimum $40 gift to be “active” Alumni

www.muw.edu

Advancement Opportunities

University mission focus

Increase Alumni Participation Rate

Volunteer engaged strategy

Donor identification and recruitment

Build foundation for success

Comprehensive campaign decision

Athletics Intercollegiate Athletics 57 of 131 years

1902: Intramural competition begins

December 10, 1907: II&C vs. Belverino (29-8)

1918: Intercollegiate athletics ceases

1907-1955: Emma Ody Pohl era

1956 – 2003 Intercollegiate athletics “modern era”

2001—Merrily Dean Baker Athletics Report

November 10, 2002: Tornado destroys PEAB

2013—Ron Jurney Facilities/Athletics Assessment

2014—ACS Report

www.muw.edu

Athletics Report

Scholarship levels (DII & NAIA) were eliminated

DIII: High quality academics, sustained enrollment

Biggest challenge: Conference affiliation

Raises name as an issue

Facility needs must be met: private fundraising

Two-part question: DIII AND Conference sports requirements

13/15 sports = 190 “new” student-athletes

Basketball M/W; Soccer M/W; Cross country M/W; Tennis M/W; Golf M/W; Volleyball; Baseball; Softball

www.muw.edu

Athletics Report—Financial Analysis

Annual Operating Budget

Net Tuition Revenue = $900,000

Annual Expenses = $1,405,939

Revenue, Less Expenses = ($513,256)

Capital Facility Improvements:

Softball: $25,000-$50,000 (not including lights)

Baseball: $2.5M to $4.0M (total facility)

Soccer: $800,000 to $1.0M (not including lights)

www.muw.edu

Athletics Opportunities

Reinstate athletics

Hire Athletics Director

Schedule for the introduction of each sport

Conference Affiliation

NCAA Division III membership

www.muw.edu

Branding:

Understanding ourselves

Campus Dialogues 2012

What we learned: Personalized learning Challenging

academics Respect for

individuals “One Long Blue Line”

Strengthening our Brand

Detailed visual identity standards

Standard color palette Licensed marks

through LRGUSA (now Learfield)

No secondary logos

Continue brand expansion opportunities

Enrollment Management

Focused on Recruitment, retention & completionFinancial Aid

Enrollment Management Council 2014

University initiative; strategy constantly evolves

Major changes campus-wide

Enrollment Management

Enrollment management guided by goals recommended by the Enrollment Management Council

Goals are approved by the President

All enrollment goal recommendations are guided by data

Data reviewed to set enrollment goals include:Overall enrollmentFull-time enrollmentFreshmen retentionTransfer retentionStudent housing occupancyGraduation rates

Enrollment Management Opportunities

Increase private giving to decrease dependence on institutional funds

Continue appropriate staffing to meet enrollment goals

Continue commitment to communication and branding initiatives in order to increase awareness of The W, interest in applying to The W, and desire to complete degrees at The W

Build a diverse student body by every measure

Funding Formula—Board of Trustees

Weights for completed credit hour production

Funding for Board priority outcomes

Attainment

Intermediate

Productivity

Operational support

Non-resident weighting

Hold-harmless provision

Performance Allocation Model 154/18/2013

Stage One: Set Funding Allocations

Stage Two: Define Weights for Completed Credit Hour Production and Allocations Among Board Priority Categories

Weights for Completed Credit Hour Production Allocations Among Board Priority Categories

Lower Division

Upper Division

Masters Doctoral

4.40 5.50University Groups

MSU, UM, USM

JSUASU, DSU,

MUW, MVSULiberal Arts, Social Science, Languages, Other 1.00 2.20

Basic Skills 1.50 Attainment Outcomes 15% 35% 40%

Business 1.00 2.20 4.40 6.60 Intermediate Outcomes 35% 30% 30%

10% 5% 0%

0% 0% 0%

40% 30% 30%

100% 100% 100%

Stop Loss Provision

-2%

Non-Resident Percentage 0.85 Board Priority Percentage 10%Total State Appropriation $333,198,810

Allocable Amount after Operational Support $308,998,810

Completed Credit Hour Production 90% Amount Allocated $278,098,929

Board Priorities 10% Amount Allocated $30,899,881

Education 1.50 2.20 2.75 5.50 Research Activity

Services 1.50 2.20 3.30 4.40 Public K-12 Education

Visual, Performing Arts 1.50 2.75 5.50 5.50 Productivity Outcomes

Trades, Technologies 2.00 2.75 4.40 5.50 Must Equal 100%

Math, Sciences 2.00 3.30 5.50 8.80

Law 2.00 2.20 4.40 4.40

Engineering 2.00 3.30 5.50 8.80

Health 2.00 3.30 5.50 6.60

Nursing 2.00 4.00 5.50 6.60

Funding Formula Opportunities

Continue to strengthen strong performance

IHL best degree completion ratio 31.6/100 FTEs

Last formula run showed The W to gain by the highest percentage

Master Plan

New buildings

New playing fields

Recommissioned buildings

Circulation and Landscape

Master Plan Opportunities

Pedestrian (safer) campus

Identified spaces for new buildings and fields

Recommissioning existing (historic) buildings

Landscape structure to include public meeting spaces

Regional Stewardship

Engaging with the region to maximize the university’s contributions to economic development, education, environmental stewardship, healthy lifestyles, and quality of life

Providing processes to focus university resources on areas of need in our region; and to identify and publicize contributions

Regional Stewardship

Health initiatives through Nursing Culinary Arts Passport to Wellness/Outreach Speech-Language Pathology Health & Kinesiology

Education initiatives such as: Governor’s School CHAMPS Science Bowl Navigating Nursing Days Kids N College College Corps

Regional Stewardship Opportunities

Organizational structure to encourage synergy, partnerships, and presence

Cultural district that encourages a sense of place that links downtown with The W

Quality of life opportunities

Strengthen education within the region

Strengthen and promote healthy living

Technology

Technology Task Force Formed Fall 2013 Tasks Performed, AY 2013-2014

– Technology Assessment and Discovery Visit, Ellucian– Discussions with peer institutions– Presentations by key campus groups– Review of findings by external consultants (AACRAO, Noel-Levitz)– Campus Survey

The Final Deliverable, Desired State of Technology– Evaluation of Current State of Technology– 23 prioritized tasks en route to the “desired state”

Campus Technology Advisory Council Formed Fall 2015– Cross-section of campus charged to assess present technology as well as to

evaluate future technologies and campus needs

Technology

Current level of completion for the 23 “Desired State” tasks

Completed – 1 Task

Substantially Completed – 5 Tasks

Initial Work Completed – 7 Tasks

Exploratory Stage / Not Started – 5 Tasks

Continuous / Ongoing – 5 Tasks

Technology

Current level of completion for the 23 “Desired State” tasks

Completed – 1 Task

Substantially Completed – 5 Tasks

Initial Work Completed – 7 Tasks

Exploratory Stage / Not Started – 5 Tasks

Continuous / Ongoing – 5 Tasks

Technology Opportunities

Continued investment in campus infrastructure

DegreeWorks implementation (process automation)

Enhanced instructional technology

Re-evaluation of PC replacement plan

Single sign-on portal

LET’S BEGIN!

IT’S THE YEAR 2021

THE CHRONICLE OF HIGHER EDUCATION

THIS ISSUE FOCUSES ON THE W

COLLEGE COMPLETIONADVANCEMENT EXCELLENCE21ST CENTURY UNIVERSITYREGIONAL STEWARDSHIP

HEADLINE #1

COLLEGE COMPLETION

HEADLINE #2

ADVANCEMENT EXCELLENCE

HEADLINE #3

21ST CENTURY UNIVERSITY

HEADLINE #4

REGIONAL STEWARDSHIP

WHAT’S THE LEAD STORY?