Huntington College |
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Strategic Long Range Plan |
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Action Steps 1996-1997 & 1997-1998 |
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| Initiative 1: Pursue excellence and innovation in the preparation of students. | ||
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| Accelerate the
evaluation and improvement of theological education. Jerry Smith/Task Force |
96-97 New leadership was selected for the graduate school that will reinvigorate and chart a different course for theological education at Huntington College. | 97-98 The ongoing review of theological education is a priority for the new graduate school leadership. A new denominational task force may be constituted to assist future review. |
| Investigate improved
methods for the determination of faculty load. Jerry Smith/FATC |
97- An analysis of the current method was completed in a document distributed to faculty in May. FATC, FCC, SLT, departments and Board committee received initial drafts in March and April. Some modifications in calculated loads have been incorporated into the document analysis that was distributed. | 97-98 FCC has reviewed and plans to respond in the fall. |
| Investigate
curricular opportunities associated with the relocation of the county's primary health
care facility adjacent to the college. Jerry Smith/ACC/Div. III |
96-97 Joint meetings were held with county health care providers in the fall. Professor Paul Smith was named to be liaison for ongoing discussions on cooperative efforts. Professors Bill Bordeaux and Bruce Evans have had contact with hospital administrators about other cooperative programs. Nursing and medical technology were explored as possible curricular offerings and were found not to be feasible. | 97-98 Discussions will continue with the hospital in areas such as physical therapy and therapeutic recreation. |
| Assess faculty
curricular development activities. Jerry Smith/FCC |
97-98 The Dean and FCC will complete this assessment. | |
| Identify an academic
area to be the College’s next center for excellence. Jerry Smith/ACC |
97-98 The Dean and ACC will identify an academic area to be the College’s next center of excellence. | |
| Increase the amount
of practical and service learning experiences for students. Jerry Smith/ACC |
96-97 More students than ever were involved in non-credit, off-campus or overseas service learning and volunteerism through the Mertz Center. In addition, several missions and service credit classes were organized for January Term. More than two-dozen students took advantage of faculty-approved individualized international programs of study that allow for service-learning. | 97-98 A compilation of the actual student participation in internships will be reported to the faculty in the fall. |
| Objective 2: Increase the emphasis on faculty development. | ||
Establish a strong
faculty development program.
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97 - The FCC has taken the initiative of suggesting faculty development sessions on topics of interest to the faculty. | 97-98 Further funding has been budgeted for additional support for professional development of faculty for the coming year. A summary paper has been drafted that outlines elements of professional development that will be completed during the coming year. |
| Improve and provide
institutional support to ongoing assessment of the academic process beginning with the
classroom. Jerry Smith/CPA |
96-97 A review of departmental plans, budgets and costs for assessment revealed that adequate institutional funding support for assessment is already provided through the Planning and Assessment cost center overseen by the coordinator for planning and assessment. | 97-98 The Dean will begin reviewing assessment reports as part of the assessment process. |
| Objective 3: Increase the valuation of the academic process across the campus. | ||
Identify and
implement unique activities, such as an honors program or an academic day, which reward
student academic achievement beyond activities currently in place.
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97- Two faculty were asked to develop possible directions that might be taken in support of this suggestion. Several departments are already providing for recitals, exhibitions, one-act dramas, speech competitions, and research seminar presentations that accomplish some of the goals suggested. | |
Increase library and
computer facilities accessibility.
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97- Library hours and computer center hours were reviewed and expanded at selected times to be more useful to students. | 97-98 Further accessibility of computers is planned for the HUB and student residence halls with the cabling that is part of the network backbone installed this summer. During the coming year most floors of the residence halls, as well as Norms Place in the HUB, will have computer accessibility. |
| Develop and pilot a
student/faculty summer scholarship program. Jerry Smith/ACC |
97-98 The Dean and ACC will explore possibilities of a summer scholarship program. | |
| Identify the first
opportunity for a strategic academic alliance. Jerry Smith |
97-98 The Dean and faculty will identify an institution with which the College will seek to enter into a strategic academic alliance. | |
| Objective 4: Increase interfaculty communication. | ||
Create a moderated
faculty discussion list that routinely addresses issues of common interest to the teaching
faculty.
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96-97 The hc_faculty list was established for this purpose. This faculty discussion list serves to allow faculty to address issues of common interest. | 97-98 The Dean and FCC will continue to investigate ways of putting all faculty on common software and email that will allow convenient "chat room" discussion with comments being added to a continuous thread. |
| Develop a monthly
faculty forum program Jerry Smith/FCC |
97-98 The Dean and FCC will consider ways to expand academic dialogue among faculty. | |
| Initiative 2: Encourage and nurture spiritual maturity and service to others. | ||
| Objective 1: Improve the awareness and understanding of the Christian college as community. | ||
| Continue to
emphasize in the hiring process an indication of the candidate's ability and willingness
to nurture students spiritually. Bill Fisher |
97 -The Dean included a question on all faculty application forms that would give a preliminary sense of how a faculty candidate would deal with the question of nurturing students spiritually. | |
Include in the new
faculty and staff orientation program an emphasis on the traditions, heritage and
commitment to students of the College.
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97-98 Senior administrators and senior staff will include references to the spiritual vitality and student-centered atmosphere of the College. | |
| Allocate a portion
of the Fall Faculty Workshop to faculty and staff spiritual development. Jerry Smith |
97-98 Fall Faculty Workshop will include devotional times and a topic designed to stimulate spiritual thought and reflection. | |
| Objective 2: Increase the deliberate and tangible efforts by the college to engage the student in thoughtful spiritual introspection. | ||
| Create a center to
consolidate the planning and involvement of students in cross-cultural experiences. Bill Fisher |
97- Although this action step is not scheduled to activate until the 1998-99 academic year, part of the Lilly grant proposal submitted in May for retention efforts at Huntington College may allow us to proceed faster in this direction. The grant proposal contains ideas for involving potential non-persisting students in cross-cultural experiences. | 97-98 The development of a center for cross-cultural study could begin this year with Lilly retention funding. |
Investigate the
possibility of modifying the current academic calendar to provide more flexibility and
opportunities for cross cultural experiences.
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96-97 ACC developed a survey instrument for faculty to declare their interest in alternative calendars or their support for the January Term. | |
| Investigate the
nature of load allocation as a function of both the academic and spiritual development of
the student. Jerry Smith/FCC |
97- As part of the analysis of faculty load (described above) the Dean outlined the kinds of activities that faculty are involved in for which there is no attempt to substitute for classroom teaching load. | 97-98 FCC has reviewed the analysis and will be recommending consideration for possible changes this fall. |
| Create an all day
campus symposium focused on the issue of integrating faith, learning, and living in
Christian higher education. Bill Fisher/CMC |
97- CMC met to draft a purpose/rationale statement, draft an event schedule, and identify possible funding sources for such a symposium. | 97-98 The Dean of Christian Faith and Life will continue to investigate and pursue leadership, structure and possible partnership for such a symposium. |
| Initiative 3: Use technology effectively in educational processes. | ||
| Objective 1: Complete the installation of the campus infrastructure related to the use of existing and anticipated technology. | ||
Proceed with the
installation of a conduit and fiber backbone to all existing buildings with appropriate
consideration given to enabling access to proposed new buildings as outlined in the master
facilities plan.
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97-This summer contractors installed conduit and fiber optic cable to the entire campus, using a design that allows for expansion and future facility additions. The original design was proposed as a two-stage design, but by using two fiscal year allocations and financing a portion of the project in a third year, we have been able to award the entire $300,000 project this summer. | 97-98 Installation should be completed in early fall, with connection to all buildings on campus except for Forester Village. |
| Evaluate system
security. Jerry Smith/Kerry Arnold |
97-The computer system security has been upgraded substantially although it is a never-ending review and upgrade. Site licenses have been upgraded to include up-to-date virus detection methods. Several stages of security protection have been put in place. | 97-98 The network backbone will allow for continued separation of student systems from administrative systems. Firewall solutions to optimize security continue to be evaluated. |
| Objective 2: Develop and implement a comprehensive plan for the use and management of technology. | ||
| Identify and review
existing technology usage plans at similar institutions. Jerry Smith/Kerry Arnold |
97-The Technology Advisory Council was restructured in January, and the Council has been very active reviewing policies, making site-visits and evaluating relevant applications that may be most useful for the College. | 97-98 ACC concluded that there is overwhelming faculty support for the January Term and current calendar. |
Assess current
technology usage and availability.
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96-97 The Technology Advisory Council surveyed the faculty and evaluated what faculty perceive as needs for more effective use of technology for the classroom. | |
Establish a team to develop a comprehensive
plan for technology usage and management.
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96-97 The Technology Advisory Council has been evaluating the use of technology by faculty and developing policies appropriate to the campus. | |
Temporarily employ
an external consultant to assist in the development of the comprehensive plan for
technology usage and management.
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97-98 The Technology Advisory Council has proposed the use of a consultant this fall to assist the faculty in developing a plan for use of technology based on the survey information that it developed (see above). | |
| Objective 3: Focus on the development of faculty and staff to enhance the use of existing and new technologies. | ||
| Provide on-campus
workshops for faculty and staff focusing on the use of available technology. Jerry Smith/FCC |
97-98 The Dean and FCC will explore the possibility of providing technology workshops for faculty and staff. | |
| Plan a pilot program
demonstrating the use of technology in the academic process. Jerry Smith/ACC |
97-98 The Dean and ACC will explore the possibility of developing a pilot program on the use of technology in the academic process. | |
Budget for frequent
faculty and staff attendance at regional and national conferences focusing on the
application of technology to the learning process.
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96-97 Continued strong support was given for faculty (and staff) to participate in workshops, training sessions and conferences that are devoted to the application of technology to the learning process. | 97-98 Beginning this fall, the professional development allowance is increased for each faculty member and expanded to include enhancement of teaching skills (including technology) in addition to the professional conferences in the discipline. |
| Plan the
construction of five multimedia classrooms. Jerry Smith/Tom Ayers/Budget Council |
96-97 Five multimedia carts were purchased for classrooms to expand the multimedia facilities available for instructional use. | |
| Initiative 4: Create and effectively maintain the endowment and physical assets. | ||
Objective 1: Increase the College's endowment. |
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| Conduct a capital
campaign to significantly increase the endowment by the year 2000 and to raise gifts for
specific projects in support of the Strategic Initiatives and Master Facilities Plan of
the College. Ned Kiser |
An internal
readiness assessment was conducted by the consulting firm of Barnes & Roche. This
report outlined a number of steps to take prior to initiating a capital campaign. An analysis of the Huntington College donor base was conducted by Econometrics, Inc. The data provided is being used to plan contacts for the annual fund and capital gift donor prospects. |
97-98 It is anticipated that the campaign "quiet phase" will begin in the first half of 1998. Barnes & Roche will not be retained as campaign counsel. A search for a new counsel is underway. |
| Conduct a thorough
analysis of current endowment assets and develop a quarterly report and analysis system
for the endowment. Tom Ayers |
96-97 During the summer of 1996, an asset analysis was completed and the endowment was evaluated at market value by fund. A unitizing system was initiated during the first quarter of the fiscal year allowing market value reporting of endowment assets on a quarterly basis. | |
| Assess the
capability of the Advancement Office's computing systems for supporting future fundraising
activities and make improvements as appropriate. Ned Kiser |
Significant progress was made in the utilization of the EdVanta (CARS) Alumni/ Development software. | 97-98 Efforts are being made to resolve remaining system deficiencies through the use of CARS Open Database Connection (ODBC). |
| Objective 2: Improve the effectiveness and efficiency of current physical asset maintenance processes. | ||
Assess the current
overall status of the physical plant and develop a long-range plan for addressing
maintenance needs.
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96-97 The services of InterDesign were utilized to assess maintenance needs on a per building basis. A physical projects planning list was implemented on a summer, fall, spring basis incorporating needs identified by InterDesign. Funds were budgeted for ongoing capital improvements. | |
| Assess and improve
the effectiveness of communication between the campus and the maintenance department. Tom Ayers |
96-97 A secretarial position was reestablished for the Maintenance Department. Additional communications equipment was purchased and installed. Random customer satisfaction surveys were instituted, and regularly-scheduled staff meetings were implemented. |
| Initiative 5: Become a Christian liberal arts college of 1000 students recognized for these pursuits. | |||
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| Achieve enrollment goals of 205
first-time freshmen for the fall of 1997 and 235 first-time freshmen for the fall of 1998. Jeff Berggren |
97-98 As of September 1, the projected first-time freshman enrollment for the fall of 1997 is 196 and a record new student enrollment of 238. | ||
Increase the diversity of the
student body reflected in part by an enrollment of at least 20 students of color and at
least 25 non-North American international students.
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97-98 As of September 1, the projected number of new non-North American students for 1997/98 is 3. The projected number of new North American students of color is 5. | ||
| Achieve an average SAT score of
1100 for incoming freshmen in the Fall of 2000. Jeff Berggren |
97-98 As of September 1, the average SAT score for incoming freshman for the fall of 1997 is 1046, a 15-point increase over the previous year. Average GPA and ACT scores are also up for incoming freshmen. | ||
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Develop a clear definition of
retention at Huntington and create a database to inform the retention process.
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97-This action step was assigned to the Retention Planning Grant Team that developed a database in coordination with the Retention Task Force. | ||
Develop an explicit Retention
Improvement Plan.
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96-97 The plan was completed in June by the Retention Task Force as part of the Lilly Grant proposal. | 97-98 A full-time Director of Retention Programs has been hired through the Lilly funding to implement the Retention Improvement Plan. | |
| Participate in the Independent
Colleges of Indiana study of retention. Jeff Berggren/Jerry Smith |
97-Active participation by the Retention Task Force has been supported by the College throughout the year. | 97-98 The College has been approved to continue participation in the ICI retention study along with a new study organized by the Coalition for Christian Colleges and Universities. | |
| Identify the key characteristics
of the student likely to persist at Huntington. Jeff Berggren/Jerry Smith |
96-97 The Retention Planning Grant Team and the Retention Task Force developed a persisting student profile from analysis of data received through ICI study. | ||
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| Research, develop, and implement
a comprehensive Institutional Marketing Plan. Jeff Berggren/Ned Kiser |
97- An Institutional Marketing Plan was developed by the Marketing Task Force and implementation has begun. The Marketing Plan facilitates a consistency of message and identity for Huntington College centered around the concepts of academic leadership and spiritual vitality. | 97-98 The Marketing Task Force will work to refine and implement the Marketing Plan. | |
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| Simplify the financial aid
process. Jeff Berggren |
The financial aid process was simplified by the switch to electronic transmission of federal aid data to our financial aid office, more electronic processing of loan applications, and the refinement of institutional aid forms. | ||
Identify and track key financial
aid variables and investigate their relationship to student decisions to attend
Huntington.
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The Admissions Department has identified and is tracking financial aid variables, including new types of specifically targeted scholarships and grants. | ||
Develop and implement a
comprehensive financial aid plan that improves our competitive position in the
marketplace.
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An analysis of financial aid/discounts was completed and amounts were targeted in a five-year budget model. Additional financial aid funds were allocated for use as "impact awards" to respond to marketplace competition for prospective students who would qualify for a Merillat scholarship except for the lack of UB or YFC connection. | 97-98 Financial aid/discount policies will continue to be implemented with primary focus on the institutional financial landscape of the College while maintaining an awareness of the financial aid policies of competitive institutions. | |
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| Revitalize the present student
profile in a series of brief community forums. Jeff Berggren |
The student profile was revitalized and integrated into the Marketing Plan, Enrollment Plan, Retention Plan and Strategic Initiatives. | 97-98 The student profile will be shared with the campus community, trustees, alumni, donors, PACE and the leadership of the Church of the United Brethren in Christ. | |
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| Develop a description
of the alumni network and articulate its purposes and budget requirements. Jeff Berggren/Alumni Office |
97-98 The new Alumni Director has a background in admissions and will work with the Admissions Office to develop ARNet. | |
| Provide appropriate
staffing to coordinate efforts of the ARNet. Jeff Berggren/Tom Ayers/Alumni Office |
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| Provide appropriate
staffing to enhance alumni involvement including ARNet. Jeff Berggren/Tom Ayers/Alumni Office |
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| Identify and
implement strategies to include current students in the recruiting process. Jeff Berggren |
97-98 The Admissions Office will develop methods for involving current and former students in the recruitment process. | |
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| Identify church
liaisons representing the college in their congregations. Jeff Berggren/Ned Kiser |
96-97 The
church liaison program was included in the Marketing Plan.
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97-98 The Barnes & Roche report was not supportive of the Office of Advancement focusing significant effort pursuing the United Brethren Church due to a perception of limited available financial support. This will not dissuade the College from continuing to engage in a Church relations effort. |
| Identify college
personnel to coordinate activities with the church liaisons. Jeff Berggren/Ned Kiser |
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| Develop the church
liaison network through multiple on campus activities. Jeff Berggren/Ned Kiser |
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| Raise the level of
college student participation in the United Brethren summer camps, mission efforts and
outreach programs. Jeff Berggren |
96-97 A much more organized and concerted effort was made to get the College in front of the Church through the annual conferences and the quadrennial General Conference. Efforts this year included the involvement of the One Generation quartet at United Brethren churches and conferences, the Live Bait theatre troupe at two United Brethren camps, and an admissions representative at most of the major United Brethren conferences. | 97-98 In addition to current efforts, the College will consider the formation and sponsorship of Huntington College ministry teams that will set up residence and assist at United Brethren camps. |
| Demonstrate a more visible
admissions focus during United Brethren conferences. Jeff Berggren |
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