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Proposition 1Our undergraduate experience will reflect an innovative blending of liberal arts and professional education.

FACULTY

Question 1: In what ways does this proposition respond to the external factors listed on the back of this sheet?

Demographics: Provides meaningful liberal arts? Older people wanting to come back as well as veterans coming into the liberal arts and

wanting to blend in a healthy way Blending liberal arts and professional better for traditional students and missing the

adult blend in classrooms Professions having the liberal arts embedded more...look at where the blend is in the

programs (Looking at all programs to see if there is a true blend) Content overlap and faculty members coming together more instead of overlapping Flexible on delivery time cost effort especially when looking at non trad (losing a lot

of good students to cost and time) Undergraduate is a shrinking pool and looking at the returning students (non trad) will

open up opportunities

Competition: Benefit from cuts elsewhere

Accountability: Why study at Naz?

Costs:

Losing good students because of expense Synergize Globalization: existing structure enhanced

Question 2: In what ways does the proposition reflect the strengths or capacities of Nazareth College?

This could be/should be our North Star moment—do what we do well and do it great Growing with the new core; Faculty teaching together across pedagogues Something we have been doing since 1929 Operation kaleidoscope which is funded by NSF is leading way in blending

Question 3: What creative opportunities do we see in the proposition?

Parents are a big part and parents play a big role in student opportunities....educating parents

Professional programs are not only about jobs but blending the arts as well

To promote our international study abroad

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Fits in with new CORE Realizes integration + interdisciplinary learning Could be tied to other areas of technology, to enhance both. Some faculty are exited about the prospect We already have this going on but could then embrace recognize, and celebrate this.

Parking Lot: Tactical suggestions relating to Proposition #1

How do you keep non traditional that have outside of jobs and responsibilities (setting up classes better to accommodate those needs); Veterans coming in and making sure they are better accommodated

Looking at our calendar and making sure its connecting w/ woman and care givers (past thanksgiving) road blockCreative ways of offering night classes Facilities for being creative w/ night classes

Looking at non trad and grad and meeting their needs and looking at what we have and then aligning our thinking

Finding better student support that will help students (non trad, transfer,commuter etc) graduate Students are not as well prepared looking at demographics and finding how we can offer support

Crafting courses to meet the needs of professionals and how they blend across schools Capstones point to 3 courses outside the major and look how they tie into their

professional courses or growth Finding a way to get students to be more creative with choosing classes instead of just

looking a required courses Having statements for both parents and students explaining the importance of a liberal

arts education Faculty submitting articles to give out information about different options you can take

Showing students and parents that they are going to have a degree but they will have the ability to change and have multiple careers

We need to be more international, so need more resources

STAFF

o High school grads who wouldn’t normally go to college – how do we attract & support them?

Establish mentor program with high school sophomores & juniors Bring high school students to campus & continue to follow up with

them Increase 2+2 and 2+3 programs with community colleges Expand recruiting to other states Offer 2 year degrees

Look at strong programso Build 2 year programs in those areas

2 year nursing program Distance learning

Can connect distance learners to campus2

On-line learning/degreeso On-line labs (“lab in a box”)o Impact on future alumni giving & support

Cost is a concern for families Work with high schools to earn Nazareth credit in high school

Different Program Options Accelerated programs Saturday programs Weekend college – to recruit adults Satellite campuses Global Nazareth sites Expand HHS programs (high demand for these) Dual degree programs (BS/MS, etc)

o Partnerships with other colleges like MSW Create majors related to sustainability/trend with 2020 New math/science building

o What new programs could be developed? Self-created programs (majors/minors) Sell the value of the liberal arts

o Transferability of skillso Blend with professional programs

Make it easy to double majoro Promote opportunities for this

Be creative within departments to help students reach goalso Practical experiences

Partnerships with industry & community Center for entrepreneurship Explorer program in high schools (connect with them) Summer camps to get students connected early Look at size of our programs

How big do we want to be? Stay small and competitive or grow?

Pay attention to time to complete a degree Improved facilities

Food options (Starbucks, Taco Bell) Stores (mini-Wegmans on campus) Student bathrooms Activities Athletic Facilities

Collaborations Merge with SJF and/or combine resources/support RAC collaborations

Market study abroad Build it into programs

Market internships Don’t lose what made Nazareth unique from the start

We care about students Nazareth is good at relationship building

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o Emphasize this

TRUSTEES

Our undergraduate experience will reflect an innovative blending of liberal arts and professional education. One of our strengths and distinguishing features is that we offer an undergraduate educational experience that integrates the liberal arts with professional programs. In this regard, we are very much an example of the so-called “New American Colleges.” This kind of undergraduate experience is already attractive to students and will become increasingly attractive as we approach 2020. We should continue to build on this blending of liberal arts and professional programs. During the 2020 planning stages we need to consider additional ways to integrate the programs and decide whether we want to offer new ones. In so doing we should focus on interdisciplinary course and programs. We also should consider partnerships or cooperative programs with other colleges.

Discussion QuestionWhat creative opportunities do we see in the propositions that respond to the external factors and position Nazareth for 2020?

What partnerships does technology open up for us? Oxford? Other connections that would enhance the Nazareth experience. Can technology facilitate connection experiences?

Can we structure programs so that everyone studies abroad? Or a mid-semester month abroad or in service?

We should facilitate degree programs – be flexible to accept credit from elsewhere, other experiences.

Right now the students of 2020 are nine and ten years old. Look at what they all ready know. Do we know how much they know?

Do we know what our “customers” think/want? Perhaps the institution is too defined by what the “professionals” think.

Capitalize on opportunities of new building. Recognize:

o need to explore o need to plan and focus. Internships are a key to exploration.

Why a liberal arts degree? Offer concentrations so students can blend liberal arts and professional study – ex. museum studies

Health and Human Services Rethink teacher education to promote mobility to other states. Physics Environmental areas Nurse practitioners and other health professions Partnership with two year schools.

Proposition 2Our graduate programs will adopt an innovative integration of theory and practice.

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FACULTY

Revised proposition:A Nazareth graduate educational experience will reflect an innovative and deep integration of theory, research and practice which will impact local, national and international communities.

1. In what ways does this proposition respond to the external factors?

External factors will affect graduate programs/students with more immediacy than undergraduate programs/students. There is a strong societal value placed on holding an undergraduate degree, including in some instances a family commitment to obtaining an undergraduate degree, that is different than a graduate degree – the later might be viewed as more of an option, or something that can be postponed, specifically in this current economy.There will be a need for increased flexibility/nimbleness for graduate programs.

Demographics Data informing this external factor: Per IR data, average age of Naz graduate students is decreasing In graduate classes there is (and will be) a wider range of students – some

who just completed undergraduate degree and others with x years of professional experience

CompetitionData informing this external factor: In the past many Nazareth graduate programs have not had competition –

now there are more programs being developed by local institutions How do we provide flexibility in program design and delivery while

maintaining academic rigor appropriate for a graduate level educational

GlobalizationData informing this external factor: International opportunities for graduate students are growing

CostsData informing this external factor: There is not tuition discounting at the graduate level The majority of graduate students fund their graduate education through

loans Students can complete a graduate program at a state university for a much

lower cost than at Nazareth (whereas, because of financial aid availability and tuition discounting practices, this might not be the case for undergraduates)

AccountabilityData informing this external factor: The system infrastructures that support data collection relative to graduate

programs and graduate students are not equivalent/as robust as those

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relative to undergraduate programs and students Job placement rates at the graduate level might be more susceptible to

external markets

2. In what ways does the proposition reflect the strengths or capacities of Nazareth College?

Given the strong integration of practice, this proposition strongly identifies the College’s ability to shape our “community” and influence the future as graduates from our graduate programs become agents of change in health care, education, etc.

Many of our graduate alums are in this community Builds on the faculty/student interpersonal relationships strengths that are woven

into the fabric of a Nazareth educational experience Clinical experiences can build further interagency collaborative opportunities –

further supporting the community

3. What creative opportunities do we see in the proposition?

Opportunities to market ourselves as providing a different type of graduate experience.

Make the Nazareth graduate experience increasingly visible and recognized in the community.

Promote graduate faculty/student research. Establish systems, structures and on-going supports to facilitate the development of

a “graduate student identity”/community


Things to consider/Implications: Pedagogy needs to support range of students (“pebblehood learning”) Developmental implications of younger graduate students If more students are moving directly from undergraduate experience to

graduate experience, becomes even more critical to be able to articulate the differences between the experienceso If there is more on-line competition, becomes even more critical

to be able to articulate the nature of the graduate educational experience at Nazareth, otherwise graduate students more likely to do their graduate work in an on-line/”Phoenix” environment

o How might technology strengthen globalization further across programs

Graduate assistantships provide one avenue for financial support for graduate students, but has been used to support staffing issues – not consistently systemically designed or used for student recruitment

In 2020, we need be able to offer a competitive financial package to our strongest graduate applicants

Challenge: how do we reconcile innovative thinking regarding graduate program development with on-going financial constraints

Data systems need to be in place to address accountability needs Need to research/track employment trends and analyze based on program

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enrollments Ensure that enrollment management plans address community partnerships

(ensuring that we are able to design effective placement opportunities for our graduate enrollment) Develop additional interdisciplinary opportunities/approaches (which necessitates graduate students and faculty teaching at the graduate level needing to feel part of a community)

Next building project: interdisciplinary clinical space

As move from strategic thinking, to strategic planning to developing a plan: Importance of establishing an internal body to ensure the conversation is ongoing

across institutional units – that the graduate educational experience at Nazareth is addressed holistically, systemically and in a focused manner, not as an afterthought (helping to assure our ability to identify “graduate” issues and trends and respond nimbly)

Provide institutional support (graduate students’ professional presentations; marketing; development of doctoral programs)

STAFF






Can connect distance learners to campus On-line learning/degrees

o On-line labs (“lab in a box”)o Impact on future alumni giving & support




o What new programs could be developed?7

Self-created programs (majors/minors) Sell the value of the liberal arts






Pay attention to time to complete a degree Improved facilities

Food options (Starbucks, Taco Bell) Stores (mini-Wegmans on campus) Student bathrooms Activities Athletic Facilities





o Emphasize this

TRUSTEES

Our graduate programs will adopt an innovative integration of theory and practice. Many of our current graduate programs provide opportunities for applied learning. This too is a strength that we should build upon as we develop our plans for 2020. In our planning we should consider new ways to deliver this integration of theory and practice. For example, we might offer more hybrid courses that use technology to provide some of the classroom component while continuing to offer the in person practice component. We also should consider whether to adopt new graduate programs that offer opportunities to integrate theory and practice. We should consider combining our undergraduate and graduate programs through 5 year master degrees.


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Proposition 3We will prepare students to be global citizens, with the skills and understanding to live and work in pluralistic communities.

FACULTY

We will prepare students to engage as global citizens, with the skills and understanding to live and work for social justice in pluralistic communities.

Pluralism was defined as a more desirable “appreciation” and acceptance of difference, while recognizing that change requires quests of power and privilege.

External Forces

It somewhat responds but the external forces and the proposition should move to address inequities in power and resources in society

Increasing inequality or increasing economic inequality in US Global power dynamics Our students reflect these factors as well as need to live these factors Social Class

o Requires preparationo Are we equipped to make the change?

How does proposition build on strengths?

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We provide many opportunities for or students to engage in pluralistic communitieso Foreign language study abroado High school programs on campuso Civic engagement

Our emphasis on reflection and transformational experiences Service learning MALS program Gear-up Engaging the world Center for public history

Opportunities for creativity

Perhaps the proposition should not be about “preparing” as opposed to “engaging” our students as global citizens working for a more just and pluralistic society.

o How do we structure transformational experiences that lead to pluralism and appreciation for diversity while asking our students what their role in social justice and transformation should be?

Focus more on intercultural experiences within pluralistic communities in the United States.

Experiential learning requirements o Need to identify and articulate pathway of engagement and facilitate learning

process of this interaction Change the model of how we teach Need teaching outside the classroom More trips Enhance high school relationships Global citizenship program On-line learning Own a house in the city with a direction Budgeting for travel abroad (assist students)


Adopt the same terminology Good environment in which to introduce students to differences Pedagogy strategies to interaction Easier in classroom Plans are needed to make this happen outside of classroom Strategies to “break up” cultural cliques School of Education relationship in high schools Assist students in valuing the program at the Arts Center (tickets are free)

STAFF

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- The Nazareth Experienceo Either we can let it happen to us, or we can decide what we want it to look like

and control ito Everything we do on campus should reflect integrated, experiential learning

Not just for students/should be part of working here as wello Have ORIENTATION – menu/cafeteria style of experiential learning

How can they enhance their experienceo Tim Backus program in College Student Personnel

These students could assist in doing some of these things Increase grade student enrollment

o Natural partnership between Arts Center & International Students Alliance between International Club & Arts Center?

o Civic engagement is a big piece of this as well – there are a number of opportunities

Post-grad opportunities With fees attached, how could college support E.G. Ithaca MLK program, paid for by the college

Student leadership opportunities on campuso More 1-on-1 relational partnering

Intercultural exchangeo Opportunity for all students must be built into the core.

We have a whole contingent here Multitude of diversity

o DIFFERENTIATION Interfaith component, promote better Requires everybody to be ambassadors

- The International Experienceo Transformative & life-changingo Semester at sea, semester in Italyo Value of global experience at undergrad levelo Transformation needs to be built into the experience (through reflection, etc) –

does not happen by magico Opportunity for staff to go along (e.g. abroad) & how do we help them to re-

integrate or integrate (for students arriving from abroad)o Value of global experience at undergrad levelo Virtual international partnerships between students here and abroad via Skype,

Social Mediao How to offer education to students in other countries

What does that mean to our services?

- Staffo Involvement in “Partnering Experiences” should be an expectation for staffo Conversational groups (once a week)

Staff - consider it part of working, not an hour off Part of the experience

o Institution needs to foster and value staff experience - we are willing!

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- International students at Nazaretho Come here and live with a familyo Match international students with a “host mom” for their time here?

Note: there might be some grant restrictionso 2 distinct groups of international students completely separated in terms of

support 4 year matriculation with domestic students versus those on a sponsored

programo International students need resources & information on campus (e.g. what to do

in Wegmans? There is no transportation) How to increase attendance in International Club More direct interaction with students as staff members

o Mentoring program with Nazareth Faculty/Staff for international studentso Parents of incoming students might be asked to extend some support to an

incoming international studento Barriers:

Students think they are coming to NYC, don’t know there is no transportation.

People (staff) fear feeling awkward or uncomfortable? Lack of understanding that majority of students do speak English

- Students in 2020o Average age of transfer students is 24o “Microwave children” want everything now!

They are hyper (current 9-year-olds) How will we keep them interested at 20?

o Less limitations of campus daycare! How about evening hours?

o Technology alone has changed so much for students Students are changing in the way they come to us How can we really identify needs & wants of students 9 years from

now? It is a real challenge.o Value of off-campus learning

Real step forward for us Real challenge is in the College of Arts & Sciences

Students are not always focused on career direction

TRUSTEESWe will prepare students to be global citizens, with the skills and understanding to live and work in pluralistic communities. As we look to 2020, it seems more apparent than ever that higher education must play a leadership role in preparing students to live in a pluralist society. We know that larger numbers of students from under represented groups will attend college in the future. The growing interconnectedness of the world will continue to highlight the racial, ethnic, cultural and religious differences that exist throughout our local, national and global communities. Advances in technology will enable more students with different physical abilities to participate in educational and employment opportunities. It is critical that students develop understanding and appreciation for these differences. We already have a large number of programs that are designed to further that understanding.

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In our 2020 planning we should consider ways to integrate these programs. What would it take to become known nationally as an institution explicitly committed to preparing students to live and work with people different from themselves?


Globalization o Bring to Naz/take Naz out with them

Cultural immersion can take place abroad and within our own (Rochester) community. We have to know where to find both. How do we provide financial support to make this happen?

In our recruitment goals we need to use students, faculty, and staff – all of those with whom our students will interact.

How does today’s economic environment force us to be more global? Expectations for Naz students – be more directive/intentional

o in the curriculumo in their clinical experienceso in their internships, student teaching, etc.

Position Nazareth as the college that seeks and welcomes students, faculty and staff from all faiths, all cultures, and all traditions.

Globalization doesn’t mean erase the past……..we must respect it as we move forward. Idea of Service:

o It must be more than the typical experiences that teens usually haveo It is part of your 9 – 5 day and many of the hours thereafter

Leadership:o In our communitieso In their professionso We need to build in a “drive for leadership” among our studentso Leaders need vision…. It is how they “connect the dots”

Proposition 4We will prepare students dedicated to the ideal of service to their communities.

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FACULTY “Engagement” vs. “Service”

*Working definition of service: Curricular + co-curricular student engagement + w/ community members; providing something of value to that person(s).

> paid versus volunteer: either; many professors already involve service> transactional + interactive experience mutuality – community tied together.

1) In what ways does this proposition respond to the external factors listed on the back of this sheet?

Demographics: we may service areas some of our students are from.

Technology: communication tool; deliberate in enabler; clarity in what a technological tool can and or not do; good tech. tools enhance opportunities for service; communication challenges > what’s going on & what info is there. Systematic way of letting people know things- messaging to community, donors, students, etc. & value we place on it. Engaged scholarship.

Globalization: move to have every student experiencing abroad or global experience – core limits globalization piece to curricular- students need meaningful experience curricular & co-curricular “Global service” - have resource for global & service.

Cost: Financially lucrative to be “good” & funding opportunities available > need to communicate that service is something unique about us. Opportunities to partner & share costs. Where you put $ is political activity; where Naz puts $ is known- is this where we put our $.

Competition: Need to make it more embedded into curriculum (students have less extra time) – needs to be embedded through out Naz experience value added @ college where service embedded. Service mapping - > connect dots across campus – where people have interacted + then promote ourselves. Get on National conversation to stand out by our students saying about our ideal to service.

2) In what ways does the proposition reflect the strengths or capacities of Nazareth College?

Reflection is key!! Naz encourages reflection which is impetus for dedication to ideals

All Professors/Programs offered have dedication to service; foundational piece (service ) intentionally that Naz invests in

History: a lot we can point to why this is part of our mission for so many years

3) What creative opportunities do we see in the proposition? Use this as a way to deal with resource issues (forge partnerships, grants) Distinguishes us from competition (something added ‘they’ don’t have) Overlap with global communities – expand globalization – just to outside

Monroe county Professional devel. Opportunities

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Rise to category as long as can process expanded ideas about scholarship Technology ~> Media; thinking about creative media > creative enterprise +

creativity


Challenge: fewer students to draw from with strong ideal of service (?) Development day for CAS on this topic Issue/weakness: internal communications, a lot going on (Middle states, new

core, civic engage., strategic plan, 2020) finite resources Get good working definition of service-a need of college; a shared ideal. Portal: conversation/communication. Portal; communicate to all; center for

civic engagement. Terminology: difficult time talking about “this” civic engagement, service,

need shared definition + understanding

STAFF

- Is this proposition just for students or also for faculty/staff?- Currently doing:

o Internships, courses, service floors, athletic service, Partners for Serviceo Parents were surveyed & shared

It was very valuableo Engaged students

Higher GPAs, etc Very beneficial

- Ways & opportunities here:o Learning

Critical learning to replace apathy that can be found in college bubble Keep them connected to larger world

New core’s experiential learning piece Experience for every student Involve curriculum

o Every department have 1-2 service hours/month Resources: broader in every discipline

i.e. lead testing in science departmento Citizenship responsibilities have decreased in our society

Perhaps because so many struggle to just survive Civic engagement awards (including faculty & staff) Ability to assess where students are & measuring their impact on

community, also impact on students’ own liveso Faculty and staff share our experiences with students

Involve staff’s input & involvement in student service projects Take students out (i.e. Habitat) and show how to practically paint a

house, etc & apply it to own life and on a larger scale In practice not just in theory & apply it even to theoretical

classwork Pair students with staff members almost as mentor (mentor with skill or

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even outside their field & in their passion Shows students how to stay connected even in business Step outside of self and get still get back

o Covering both local & global (i.e. NAZRAB, Student Alliance, CFS, St’s Place, etc)

Global trends to be less than our global focus College be able to have resources allocated to help students have that

global experience Even non-academic internships, over summer, paid by college

scholarships (i.e. with UN in Sweden) Put more funds toward study abroad scholarship

o Strengthen marketing as wello In 2020 Nazareth is known as most community-supportive organization

What can we offer to community? Take on serious project Someone to train interns Helping everyone sort through opportunities Marketing Partner with Rochester Cares

Communication with them Using their database

Program to allow staff 1-2 hours/month to do volunteer work during days, or ability to take time off to go to help with natural desires

Community partners more visible on campus Resources for speaker series Workshops based on strength of our civically engaged partners

(Center for Urban Ed, etc) Masterclass

Having students in community helps promote college visibility Helps with fundraising too

Have one big project be the schools focus Bringing faculty, staff & students working together toward

single goalo i.e. Nazareth House

TRUSTEES

We will prepare students dedicated to the idea of service to their communities. Civic engagement is an important part of our heritage and strength of the College. We should continue to build on the civic engagement programs, finding additional ways to integrate them with our academic programs. We should consider among the possibilities additional service programs (like the one at Leeds) that combine with our focus on international education.


Globalization 16

o Bring to Naz/take Naz out with them Cultural immersion can take place abroad and within our own (Rochester) community.

We have to know where to find both. How do we provide financial support to make this happen?








Proposition 5

Our degree programs will enable is to continue to attract students who can benefit from Nazareth degree programs.

FACULTY

We will promote Nazareth College as a national leader, considering a possible name change as a strategy to achieve this.

1. In what ways does this proposition respond to the external factors listed on the back of this sheet?

In order to accomplish the goals Daan described in his opening (pluralism), we need to change our name.

Religious demographics (i.e. Jews, Muslims, and other religions) stay away because of the religious (Christian) connotations/potency of the word “Nazareth.”

The name change would promote pluralism of applicants and pluralism of students Our name is a huge point of access for prospective out-of-state student and also

students beyond the Rochester area who may not have heard of us. Programs and reputation – how much research have we done about how new students

choose a college (strongest: based on programs)

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Does the name inhibit us nationally? Yes, according to one participant. George Eisen has said both parts of our name inhibit us internationally.

2. In what ways does the proposition reflect the strengths or capacities of Nazareth College? It’s the right thing to do because it’s not who we are We need to consider what traditions and customs we are holding onto What makes us strong nationally? Research, hosting an international conference,

having many Fulbright recipients on faculty. Is our name holding us back? What is the cost of not changing our name? Will we be able to reach our 2020 vision,

mission and goals if we don’t change? Will still be attracting the same students when we need to diversify?

3. What creative opportunities do we see in the proposition? We need to stand for something if we change the name We can consider human rights activists as potential name sources so that we can

reshape/redefine who we are We need to think about our identities/programs before choosing a name (asking “who

do we want to be in 2020?”) Need to better promote ourselves and the work we do (don’t adopt sisterly humility) Recognize what we already do very well We need two more doctoral programs in order to be a University (EdD would count)

Parking Lot: Tactical suggestions relating to Proposition #5 Branding is important, like it or not. Branding, identity, and name should be very

strategic (e.g. Starbucks) College vs. University – many feel the first and second names of the College need

changing We should push for University status Ideal names should be unique, potentially at the top of the alphabet, and reflect a

connection to the history of the school (SSJ) We need a thoughtful new name to promote the transition We should consider a name change, but keeping Nazareth as the College of Arts and

Sciences We should explore what the name shift will mean practically for graduates whose

diplomas/school don’t exist any more Is the name itself neutral? Would the new name be neutral? Why do people come to Naz? How else can we change the perception of Nazareth as a

Catholic women’s school? What are the dynamics of making a public commitment to change? Quietly vs.

Publically. Strive for continuity Relationship to alumni: how to handle a possible name change? Talk about 2020 and

our heritage There seemed to be consensus that it is as important to discuss changing from College

to University as it is to change from Nazareth18

STAFF- #5 vague






Can connect distance learners to campus On-line learning/degrees

o On-line labs (“lab in a box”)o Impact on future alumni giving & support




o What new programs could be developed? Self-created programs (majors/minors) Sell the value of the liberal arts






Pay attention to time to complete a degree

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Improved facilities Food options (Starbucks, Taco Bell) Stores (mini-Wegmans on campus) Student bathrooms Activities Athletic Facilities





o Emphasize this

TRUSTEES

Our degree programs will enable us to continue to attract students who can benefit from Nazareth degree programs.











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Proposition 6Our external reputation and our internal priorities will be defined by a transformative sequence of opportunities for students to develop intellectual capacities, skills for living in a pluralistic world, and the ability to apply academic learning to lived experience.

FACULTY

“Our degree programs will enable us to continue to attract students who can benefit from Nazareth degree programs.”

1. In what ways does this proposition respond to the external factors listed on the back of this sheet? New degree programs should address changes in demographics and other external factors.

o Current programs and proposals are aimed at adapting to change, such as increased emphasis on globalization and technology. Examples: Music/Business.

Online programs would help meet external factors. o Some programs and courses are better suited to the online environment.

2. In what ways does the proposition reflect the strengths or capacities of Nazareth College? Our current mix of degree programs is unique among our peer institutions.

o Continuing this and promoting it more consistently would help us distinguish us from our competitors.

We are currently offering opportunities for study abroad, reaching out to international students, maintaining an excellent faculty.

o Expand and promote. Give faculty more time for research/publishing/presentation to build the college’s national reputation.

We are currently offering programs of great value. Maintain that value and articulate it better.

3. What creative opportunities do we see in this proposition? Expand articulation agreements with community colleges to better prepare students to

begin study here. More interaction of program faculty between these entities. Establish real partnerships.

Expand program offerings that attract male students; i.e., computer science, computer engineering, neuroscience, hospital administration, etc.

o Continuing this and promoting it more consistently would help us distinguish us from our competitors.

Establish credit-bearing programs on campus for high school seniors. We could keep them if they spent time here while making college decisions. Most other area colleges do this in some way.


Division I sports programs would increase visibility and appeal.Volleyball and lacrosse would be easier to do with current resources. Hockey and football would require more infrastructure and development.

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STAFF













- The International Experienceo Transformative & life-changingo Semester at sea, semester in Italyo Value of global experience at undergrad levelo Transformation needs to be built into the experience (through reflection, etc) –

does not happen by magico Opportunity for staff to go along (e.g. abroad) & how do we help them to re-

integrate or integrate (for students arriving from abroad)o Value of global experience at undergrad levelo Virtual international partnerships between students here and abroad via Skype,




Staff - consider it part of working, not an hour off22

Part of the experienceo Institution needs to foster and value staff experience - we are willing!

















TRUSTEES

Our external reputation and internal priorities will be defined by a transformative sequence of opportunities for students to develop intellectual capacities, skills for living in a pluralistic world, and the ability to apply academic learning to lived experiences. This sequence will be a “constant” among the dynamic and diverse educational options at Nazareth. Our clearly stated expectations/aspirations for students in 2020 and beyond will be shaped by our

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understanding of their careers, work and social experiences. In this regard, we will prepare the “whole” student.


Globalization o Bring to Naz/take Naz out with them

Cultural immersion can take place abroad and within our own (Rochester) community. We have to know where to find both. How do we provide financial support to make this happen?








What other creative opportunities do we see that respond to the external factors and position Nazareth for 2020?

FACULTY

SUGGESTION TO REWRITE PROPOSITION TO DEEPEN UNDERSTANDING OF THE INTENTION BEHIND IT.

One suggested revision: The unique (ie, constant) transforming learning experience at Nazareth is one that prepare students to live in and contribute to increasingly a pluralistic and diverse world—globally and locally.

Please summarize briefly the points (use bullets) raised in response to the follow questions:

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EXTERNAL FACTORS ARE – DEMOGRAPHICS, COMPETITION, TECHNOLOGY, GLOBALIZATION, COSTS, ACCOUNTABILITY, ENVIRONMENT AND CLIMATE

Which external factors are most implicated by this proposition?

External reputation and internal priorities speak to demographics. We have to recruit students and maintain enrollment.

Acknowledges demographics, globalization and accountability. The proposition gives us the ability to have a cohesive approach. But there is excitement and fear about this – people are wondering about how it will really play out in their departments and the new core.

Represents a products-based approach to education. It refers to the end result – students will graduate employable. Therefore, the demographics and accountability are the largest factors.

Technology, cost, accountability and demographics are most relevant. There will be a tension to deliver a liberal arts education and yet make it practical to students in 2020. We need to worry about selling it to the public. The significant challenge we face is the public’s perception of the liberal arts. We also aren’t always in agreement within Nazareth about what and who we are.

Accountability, globalization and demographics – we will be competing and educating students that we haven’t had here before.

Globalization – obviously a connection to the goal of providing an education to prepare students for a pluralistic society.

This proposition does encapsulate all of the external factors. But specifically, government regulation will drive a lot of these external forces. And we don’t know how that will play out in the future. So that provides some uncertainly as we try to plan.

2. In what ways does the proposition reflect the strengths or capacities of Nazareth College?

Don’t want external reputation and internal priorities to define a transformative experience, although they will clearly be part of the equation. Rather, our priorities should be defined in large part by our mission statement and core curriculum. If we have a clearly articulated mission statement and core, then we can respond to the external forces. We shouldn’t let the market define who we are.

We are becoming more of a service-oriented society and one of Nazareth strengths is its commitment to service.

There is a real willingness to collaborate on providing experiences that cross boundaries, eg. Curriculum and co-curriculum or departmental boundaries. This is a great strength in part because of who we select and in part because of our size. Remaining small will enable us to foster collaboration.

Idea that we are willing to try to maintain a certain level of constancy of experience for our students. However, we have the opportunity to strive, as well, in this process.

Although Technology is ever-changing, it is a strength in that students learn how to deal with technology in a variety of majors, including the liberal arts.

We are student-centered.

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Our reputation is very good and students come here because of the graduates out in the field – not just because of our fine faculty. Learning outcomes are visible in what are students do.

We differentiate ourselves by providing both practical and liberal arts. We are developing a whole student. This is definitely a strength. This all contributes to the transformative experience.

We are committed to keeping the class sizes small which has a greater impact in the educational and learning process.

We are not relying on a crystal ball and this is a strength. We are talking strategically and thinking about our future strategically. We are very invested in intentional thinking. There is a process in place.


Globalization is very important. Surprised that many programs don’t provide study abroad. Why can’t our professional programs provide more opportunities along these lines? Also, can our field placements encompass this idea of globalization? Can we offer more of a variety of field placements?

How about providing Naz grads concrete opportunities to move into under-served areas (eg. City of Rochester).

Supporting and expanding intercultural and cross-community work locally. Health and Human Services is driving this a lot at the present time.

There is a creative opportunity for marketing to students interested in a variety of programs. We tend to market to the practical and we are missing the opportunity to market to liberal students as well.

Market our uniqueness and our internal priorities. Use faculty, staff and students as advisors in our marketing efforts.


Reaching out to under-served is an opportunity for everyone. However we need to have the resources to make some of these things happen. No more silos! Vital functions and essential components of the Nazareth experience should not be the responsibility of a single office or department.

What are our internal priorities and how does our infrastructure support these? The infrastructure needs to grow with these ideas in order to promote excellence. If we value it we need to arrange ourselves to support what we value. And we need to make that support and those values visible. We have been growing or adding resources in our structural areas (Advancement and Facilities for example), but less visibly so in our educational areas such as in Academic Affairs and Student Development.

It takes a great amount of time and energy to go outside of your “boundaries” and that needs to be facilitated and encouraged through resource allocation. These new ideas and initiatives need to have the infrastructure to facilitate the process of embedding these in the fabric of the College.

We have to look at institutional processes to be sure they are consistent with our goals. For example, we can’t keep hiring adjuncts and expect to make progress on inter-disciplinary work. While they are invited to participate, it is not realistic to expect participation.

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STAFF

- International/Global – University (v. College)o Perception -/+ of size implications

- Students of 2020o What will they want?o How will we be attractive to them?

Late night programs Facilities & services

Field house/student life center Dining/cooking options & facilities Support services (faculty & staff) Technology (how using devices, expectations) Expectation of immediate response Live-in/connect with real world Student self-designed majors & more responsibilities for majors Calendar/flexibility

- Collaboration/Cooperation/Consortiao With other institutionso E.G. MSW

- Communicationso Understanding/knowledge of & alignment of students experienceo Personal v. institutional responseo Organize & access informationo Portal o The “daily”o Rapid pace of change

Keeping up with tech/skillso Culture shift

Proposition 8Nazareth College will have complementary governance and administrative structures with the capacity to respond nimbly to change and to serve both our mission and external accountability.

FACULTY


Recruiting students from different programs (e.g. music has to recruit its own students) Cost impacts students decisions, students /families want accountability Competition is a big factor Do we need to change how we define faculty roles as we think about external factors?

2. In what way does the proposition reflect the strengths or capacities of Nazareth College?

Naz is flexible in recognizing differences in disciplines. We are good at attracting

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diverse populations, but how do we keep them? Both students and faculty Strength is quality of faculty but we are beyond our capacity

New strength is focus on new technologies – there’s openness and increased resources for it, but because of workload, very little time to follow-up. Strength is in the initial IT efforts + help, but no follow-up.

We are strong in financials support of professional work, but not so in time support. Strength in recognizing need for faculty to have more time to stay up with field and do

research, but not always able to receive it if not covered We need to find way of position not as research I university, but beyond the past

scholarly expectations – to embrace them but to be providing the resources. Faculty are willing to come to the table & be flexible. Curriculum is not static, its living – maintain the motion of moving core curriculum Globalization- to set up study abroad


Take time in the sense of faculty – not to lump us all as one thing in our identity roles-- Pluralism in a sense of faculty roles

We need to redefine our scholars and teachers to align with the mission of the college – but we don’t know what the mission is

Develop a broad, central mission, a theme, a central set of goals Nurture a culture of parity-respecting the expertise of one another – a culture of parity

– see how each other’s expertise strengthen each other’s goals, work, research. The core curriculum provides the pluralistic background & liberal arts training that sets

our students apart from other institutions as students enter & graduate from professional programs.

Interdisciplinary approach that needs to be respected - with center balance to bring our disciplines together

We want to teach and be scholars – we need an administrative structure that support that: i.e. as chairs need more time – we need someone in our disciplines to guide & support research and pedagogical practices of all the faculty -> allocate time to chairs

Culture of parity – need to critically examine “clinical lines”


No defined structure for research position/role of research for faculty-maybe have different roles to meet the external demands

Roles of faculty may be different depending on the program? If roles are increased, there may be complications to juggling other roles? What roles can be released? Perhaps we need a work study analysis of our roles? Could each department have 1 position for certain areas (e.g. recruitment) – or ½ load

of organizing, etc. Shifting into certain roles is not efficient/economical (eg. Marketing) Hiring faculty with specific expertise and then expecting them to fulfill other roles is

not efficient. Having many programs without quality may not be efficient. Need to think about

quality not quantity. (how do we negotiate the balance?) Need for analysis:

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Heaping extra duties on top of work loads which takes away from faculty keeping up in fields--which means students will begin to realize that they can get the same education elsewhere cheaper. Need for more support resources on campus to deal with student issues faculty are not trained for.

We will need to focus more on pedagogical development However, there should be a financial incentive for scholarly production.

By time eligible for sabbatical, out of sync with research area & often no time to do preparation.

We are not using faculty expertise to advance status of Nazareth College. Forum where Deans interact and share ideas for change – a public forum for them to

share out with faculty “a faculty forum” -> what initiatives have they been working on? We need a transformation of leadership – what is the faculty role?

o In middle managemento Need to break siloso Need to be defined –transformed from what to what o Need to be brave- make real transformational change – make clear we agree

on one of two primary goals We want to teach and be scholars – we need an administrative structure that support

that: i.e. as chairs need more time – we need someone in our disciplines to guide & support research and pedagogical practices of all the faculty -> allocate time to chairs

Culture of parity – need to critically examine “clinical lines”

STAFF

How would we be able to adapt to change?o Partnerships w/community & industries (formal or informal)o Co-Ops/internships leading to jobs

What are the barriers to changing?o Communication & ability to respond makes you nimbleo Matrix organizationo Faculty has own way – not all know how it workso Each department can make decisions, but larger decisions take time, need

support Is the support available?

Changing world (mobile world & communication)o Technology progressingo Several staff members aren’t mobile (phones & email)

Smart phone example (faster communication) Basic phone plan?

Nazareth can be conservative with change, but once decisions are made, it works wello How do we figure out how to accept and implement change sooner?o What are other colleges doing?o Changes must involve more than one person initiating ideas

Communicate through electronic feedback (allows open communication)

What are the students going to be like?o Demographic change

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o How can we respond to changes & new students? Bringing students in over the summer Support by changing climate of students (close gap) Must be something to close gap (generation gap)

Older versus younger students on campuso Different skillso How can we accommodate adult students to include

them? How do we ensure we’re competitive & get successful students?

o Residential lifeo Keep doing what we do well and build on ito Changes are often due to going to state schools or cheaper institutions because

of financeso Undergraduate research

Useful for resume building and experience Need to hear more about it

Communicationo Admissions – How are programs being marketed?

Will new building increase interest? Yes! Other departments with admissions?

o Raising endowment Cutting budgets Financial aid

How do we as a college make sure we’re preparing students?o Adult learners, athletes, etco Need to be more aware of outside worldo Need to sustain enrollment, tuition-based

Nazareth Retention is on higher end Graduation rate versus retention rate

o Using athletics to sustain enrollment How can we ensure they succeed? Having mentor through coaching (“parents away from home”) Amping up athletics would help

Administrative structureo Make a list of weaknesses instead of just strengths

Can we agree on them? Can’t have bias

o What would allow us to be more nimble?o Going through approval process can be longo Understanding other departmentso Getting students because of new buildings, programs, majors, etc

Offering more By 2020, new majors can be available

o Which programs can we begino RIT as example; larger with more resourceso What will students want & need to know?o Liberal Arts at risk?

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Use that to our advantageo Changing programs

Emerging professions (ex: medical technology) Emphasis on personal touch Having a vision to show people/students

TRUSTEES

Nazareth College will have complementary governance and administrative structures with the capacity to respond nimbly to change and to serve both our mission and external accountability.

Discussion QuestionWhat creative opportunities do we see in the propositions that respond to the external factors and position Nazareth for 2020? Retain campus residential environment

o Technology – balance student demand for technology with preservation of environment

Physical Resourceso Maximize utilization while preserving cultureo Consider hybrid classes to expand availability of physical classroom spaceo 12 month yearo Scheduling

Demographicso Growth while maintaining intimacyo Identify best in class programso Clinical programso What size do we want to be

Globalizationo Core Curriculumo Collaborationso Bring the world to uso Affordability and access

Opportunitieso Expand clinics as a revenue baseo Align with a hospital to expand clinical programso Expand our outpatient clinics as a businesso Academic Program Collaborationso Challenge the students intellectuallyo Testing for initial placemento Push to grow nursing program – expand to Physician’s Assistanto 3 year BS and 5 year MS

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Proposition 9We will develop and steward the appropriate resources to sustain the college’s viability as it actualizes the vision set forth in the strategic plan. Resources to be sought and stewarded include financial resources, human resources and the physical and virtual resources that enable the effective delivery of instruction.

FACULTY

The Challenge: Historically, the liberal arts colleges in the U.S. were founded to serve a regional population with an education--as Dewey (1917) called for, and Braveman (2011) today suggested—to prepare students for living and working in a democratic society with a necessarily pluralistic orientation. The structures created to do that were once flatter, less discipline-centric and departmentally-siloed. The ivy-walls were specifically designed to isolate from the external environment in order to protect the developing minds and critical thinkers of the day from outside influences. External forces now push against the tall, thick protective walls.

The Dichotomy: The evolved discipline-deep, departmentally-focused and often physically separated elements of these growing campuses are called to shift programs with the global economy, provide supports to a changing demographic, expand reach through technologies, and improve competitive ranking--all while regulatory bodies and the economy demand greater access, proven outcomes, and cost containments.

The questions: 1. How do we invite different voices into the decision making/governance process today

to ensure collaboration needed for effectiveness tomorrow? (External factors call for nimbleness?—reframing of original q.1)—see attached org/structure chart.

Informal, direct, face-to-face access to leadership is harder as the organization grows; most collaboration happens accidently by finding out about someone else’s common interest or a group’s work already underway or requires multiple, single conversations that are timely and often frustrates rather than feeds innovation. The more we have grown—the more layers have been added; the more isolated areas become from one another and the more invisible people feel within the overall structure. The procedures, processes and timelines needed to give structure to the larger organization often result in rigidity, confusion or missed opportunities.

It is not clear between admin and faculty governance, elected and non-elected, departmental vs. institutional processes how to be heard or who to collaborate with or when to make requests/share (in line with budget, grant timelines, goal setting…).

The proposition recognizes the impact of external factors (esp. demographic, technology, costs, competition and accountability) pressures for responsiveness. The proposition must reflect the dichotomy between the nimbleness requiring the ability to make decisions faster and the need for interdisciplinary collaboration that requires more time and support/skills.

2. How do we build the trust required for transformation? (What strengths/capacities need to be reflected?)

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Setting a clear stage for change; Outcomes discussions up-front; Data-driven; Well-defined processes for bringing forward new ideas; Clarity of roles, responsibilities and purpose; Skill development for the role one is in; Reward system that aligns with outcomes; Thoughtful representation on working teams; Elected committees focused on encouraging faculty involvement (not just ‘til tenured); Transparency from the charge, to who’s involved & why, and how resources are being re-distributed & outcomes are to be rewarded. Plus a culture that demonstrates a willingness to listen, a mindset that considers the institutional perspective over one’s own unit or individual interest, and leadership models of open-mindedness--no matter who the leader or that changes; Collective agreement to the components of the culture.

Good models for success exist (e.g. Student Success project; Student Learning Center; IR&A separation from Registrar role; MiddleStates move to SLO-focus) and timing for a paradigm shift is good (new faculty, renewed energy; technology tools; ad hoc teams working hard).

3. What creative opportunities exist in the proposition? (see above…to overcome the

challenges and dichotomy that exists by building trust and collaboration into the structure and culture of the institution)

STAFF

- Human Resourceso Professional Development/Training

Opportunities for prof. advancement Career track – seeing what this is Professional development Retention

o Pluralism/Diversityo Global Partnerships/campus locationso Value of individual role and related contribution to the team/importance of this o Enrollment

Explore bigger presence in high school Increase graduation rate Non-traditional Expand geography Camps

Sports, music, art, infotonicso Programs

Collaborations Specifically to student programs

Relationship building Don’t fight for student

Joint (2 colleges) degree SJFC/Nazareth

2+2 programs Has private philanthropy appeal

o Funding thinking – Program versus bricks mortar

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More flexible options for student programs/choice Interdisciplinary (ex: Art/Nursing)

Addition/Elimination of programs Cooperative programs

o Events on campus Internal/external connections

To programs/function Maximize market/positioning

Ex. Healthcare Forum, AC, Ethics, Teen Book Festivalo Look at business processes

Efficiencies/opportunity Proactive versus reactive approach

o What do employers want? How can Nazareth meet needs, craft programs accordingly Flexibility (7 careers!) Credit for experience

o Veterans (positioning to support)

TRUSTEES

We will develop and steward the appropriate resources to sustain the College’s viability as it actualizes the vision set forth in the strategic plan. Resources to be sought and stewarded include financial resources, human resource and the physical and virtual resources that enable the effective delivery of instruction.


Retain campus residential environmento Technology – balance student demand for technology with preservation of

environment Physical Resources

o Maximize utilization while preserving cultureo Consider hybrid classes to expand availability of physical classroom spaceo 12 month yearo Scheduling

Demographicso Growth while maintaining intimacyo Identify best in class programso Clinical programso What size do we want to be

Globalizationo Core Curriculumo Collaborationso Bring the world to uso Affordability and access

Opportunities34

o Expand clinics as a revenue baseo Align with a hospital to expand clinical programso Expand our outpatient clinics as a businesso Academic Program Collaborationso Challenge the students intellectuallyo Testing for initial placemento Push to grow nursing program – expand to Physician’s Assistanto 3 year BS and 5 year MS

Proposition 10Our clearly stated expectations for students in 2020 and beyond will be shaped by our understanding of what their careers, work, and social experiences will be.

STAFF













- The International Experienceo Transformative & life-changingo Semester at sea, semester in Italyo Value of global experience at undergrad level

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o Transformation needs to be built into the experience (through reflection, etc) – does not happen by magic

o Opportunity for staff to go along (e.g. abroad) & how do we help them to re-integrate or integrate (for students arriving from abroad)

o Value of global experience at undergrad levelo Virtual international partnerships between students here and abroad via Skype,




Staff - consider it part of working, not an hour off Part of the experience

o Institution needs to foster and value staff experience - we are willing!














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TRUSTEES

We will promote Nazareth College as a national leader. In an ever increasingly competitive environment we will need to continue to find ways to promote the College so that it can receive national recognition for its leadership efforts in the areas identified through the 2020 process. Specifically, we need to consider the impact of our name on our ability to achieve the goals. We also will need to continue to develop creative and effective ways to market the College.

Discussion QuestionWhat creative opportunities do we see in the proposition that respond to the external factors and position Nazareth College for 2020?

Key Strengthso Education originally - now Health and Human Serviceso Collaborationo Low faculty/student ratioo Push for math/scienceo Business – emphasis on ethicso Veterans Programs – can touch veterans lives and their families

Room for more collaboration growth – make stronger Health and Human Services - potential for increased

visibility and collaboration Consider two year degrees Home health care aides – train them Name Change

o University status – in order to be considered a University – you need to have three Ph D programs.o Consider Public Healtho Physical Therapyo Education

Host national interdisciplinary conferenceso Childhood obesityo Holistic wellnesso Interfaith

Propositions 11(11) We will promote Nazareth as a national leader.

FACULTY

Question 1: Key Points (External factors):

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We can’t achieve strategic change without a substantial financial investment. How might we generate new financial resources to invest in strategic change?

Are we the right size? Do we want to grow, or re-allocate resources? Looking at enrollment growth and demographics, on the undergraduate level those

students are going away, and so growth there seems to be a harder proposition. So who do we target? Graduate, international, adult, continuing education?

In terms of transparency, a lot of people don’t understand the economics of higher ed, including people in higher ed. If people did have a strong understanding of how economics works in higher ed, considering the bottom line and other factors, it might help with some of the decision-making from an individual versus greater good perspective.

If we make financial decisions on a sound basis, it will go a long way toward showing the government how we manage our resources – accountability.

Related to demographics, we should also be looking at continuing ed – more of the training piece. Professional courses aimed at adult learners, retired learners.

Question 2: Key Points (strengths or capacities): “Who we are” sets some great opportunities but also some real limitations. For

example, the faculty are already here. We need to get their buy-in, and people need to see this as part of their work. The development we do should build on the strengths we have. Some people are quite happy to make no changes at all to what they do, but others are – we want to have the resources to move those folks forward.

Regarding re-allocation of resources, not everything is up for grabs. For example, what percentage of our faculty are tenured? Before we set our sights on meeting external demand, we need to find out what we have here.

Strength - We are fiscally responsible. We already know how to “do more, with less” than many of our competitors do.

One of our strengths is that we are small, students feel nurtured, the faculty – student relationship. This proposition puts that to task. There has been substantial growth in the past 10 years for undergraduate enrollment, but grad enrollment has gone down. The challenge is, can we maintain that feel of being small, students feel nurtured, that they know their professors and can stop by their offices. We need to keep that and still get bigger.

The expectation of accessibility (students to professors) is still there, but it is different now than it used to be – students text professors at 2AM, rather than e-mail, rather than dropping in for a cup of coffee. Despite the rapid change that is occurring, we can occur as a thermostat for that change. A community that does not in some sense bring people together face-to-face, we should create an experience that enriches that physical community, not being dismissive of where they currently are. Do we need to re-teach, re-enforce our students about the value of interpersonal contact in a digital world?

How do we market that as authentic and attractive to prospective students, not just their parents? It cannot just be a marketing ploy. What is our conception of ourselves as service-oriented, and how does that create challenges or opportunities for revenue generation? This proposition can draw community members to give major gifts, because of the work that our graduate students do. As a person who works here, it deepens my commitment to what I am doing to know that down the road, there is an impact. What you do here matters, because this is the ultimate outcome.

Question #3: Key Points (Creative Opportunities): Already talked about ways we can grow enrollment, development. (Retirement living

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community, online learning, adult learners, new programs, graduate etc.) We should specifically market ourselves as being in this niche of caring about service

and community; not that we ignore the technology etc.; technology is an enabler but our real commitment is to core community value and interpersonal communication. You can be engaged in a conversation even if it is not face-to-face; there can be engagement on-line in a way that is just as profound as face-to-face. There is a sense of dialectic at work in our world. We can imagine a desire in 10-15 years to return to a more grounded community experience rather than just a virtual experience. Mirror the physical community with the virtual community.

Maybe this is not about so much face-to-face interaction, but about a return to genuine interpersonal communication. Whether on-line or in person, I should be genuinely who I am, and relate to you as genuinely who you are. This is so important for our pluralistic future …

We are ambitious and not just recombining different elements to see if we can get to a market. Partnerships with community colleges. Growth of 2+2’s but perhaps different ways to

conceptualize those partnerships – facilities sharing, etc. – reimagining what that partnership means. Jointly owned and operated facilities.

Don’t think that we can continue to operate with the same name. It is a liability now, and will continue to be a liability in the future. Both Nazareth, and College. (abroad they think “College” means “high school.”)


We should target development of professional degree programs that are “highly prized” in particular fields . We could get around demographic issue by developing new offerings that are attractive both now and in 2020.

If we bring in more people and create more pressure to become more university-like, do we sacrifice something about Nazareth and its personal touch by relying more on adjuncts and TA’s from other colleges & universities?

We should avoid the “personal touch” being just a marketing initiative. One of the concerns about Enrollment Growth has to do with part-time faculty. Historically this has been a good way to increase our revenues, but the question of the quality of experience remains.

We do not have a good understanding of instructional costs by unit. There is not the ability to make those kinds of comparisons when we are developing new programs that may be cost – intensive. What kind of revenue will we generate and what kind of return can we expect? This is where we need to do our analysis. We need to know the ratio of revenue generated to ratio of cost per unit (department, school, etc.). Today, revenue is not allocated by unit. We would have to investigate if it’s possible to do so and if there are benefits.

There are a lot of creative new ideas about how to educate students, but if we are going to do new things, what about old things? Can we continue to do old things at the same time?

If there are programs that are either not retaining or not attracting students, doesn’t the school from a sense of fiscal responsibility have an obligation to evaluate those programs? We are not just about the bottom line, but there are other factors to consider.

Retention of students should be included as a consideration. As far as competition goes, we should cooperate with community colleges and be more

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proactive about communicating our requirements and expectations; e.g. if we have an agreement in place your students need to be able to do x when they come here (e.g. MCC). If they can do that, we will take them here (“funnel”). Or even go sooner and venture into the high schools – to teach accelerated courses and get to pick / encourage the cream of the crop.

Perhaps we should have a living community for retired people on campus. (note Simpson College in Iowa does this).

How much do you spend on transitions? How much money will it cost for a name change? This has been studied some time ago, it is in the millions of dollars.

STAFF

- Do we need a national reputation?o Concern about our rep in NE

As a recruiter name not known when she calls studentso Happy if we become known in Mid-Atlantic NE areao The name is not known

Where are you? Are you Catholic? Are you Religious?

o Unknown factor How do we promote?

Who are we? What’s in a name? What do we need?

o Lacrosse is recognized nationallyo PT is recognized nationallyo As we continue to grow we become more regionally knowno Need to beef up programs to get away from so many Rochester, Syracuse

& Buffaloo We have 28,000 alums and 75% grad since 1980.

- What are some of the differences with colleges who do have religious names?o Sacred Heart

Very aggressive in attracting students We are moving in the right direction but we are more conservative

o Aggressive – tried to attract students from all over country; not afraid to attract students

- Nameo The name is an issue

If students thinking great a Catholic schoolo Tough to say we are not religious with a name like Nazareth Collegeo What if we were a university?

Name change there would help with International recruitment College = HS here NY & Mass are only 2 states which have requirements to be University

o Name recognition/marketing on national not just regional level of specific star

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programo Are we holding onto a name for tradition?o If we can change names does it look like we are throwing our foundation

away?

- Catholicismo Some not names schools locally embrace the Catholic tradition & use regular

language that appeals to Catholicso Extremely proud of our history, but we are moving forward

The SSJ were visionary and realized we could not continue to be Catholic women’s college because dwindling demographics.

o Do we want to continue to attract students because of religious beliefs or do we want to be open to all students.

- Programs/Facilitieso Realities are programs & offerings are what attract.o We need great facilities & great offerings.o Concerned about the student’s who don’t ever look at uso We need to offer something that is a drawo Fact: Math Science building will be great drawo Lack of students uniono Athletics

One of easiest ways to get reputation is through athletics Athletics facilities are a huge investment Lack of indoor facilities for athletics (HS have better)

o Maybe diversify programso Facilities are hugeo Commitment to community, service learning & civic engagemento It’s about programs & strength of programs

How do we keep You can change the name but the programs are still the same Pressure on academic side to create some stellar programs in areas

where we are string could be stronger, e.g. business

- Recruitingo People that know us love us; once we bring people to campus it helps.o Fly about 40 counselors every year (Adm) from all over country in consortium

with UR, RIT, etc. Generally speaking this goes over well.o Straw Poll for Yes (4) No (8)o We need to think about what our position is; never thought of as robust

academically value centeredo How can we be aggressive in getting transfers from CCo College founded as gateway to the American Dream

- Fundingo Our alums do not make a lot of money & can’t give back the way alums of

many other colleges can

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o Majority of Arts Center money came from alums, 1.5 million from Math & Science came from company

o We are maxed out in terms of borrowing – don’t look for field house soon

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