Vision 2010: The Strategic Priorities
As Approved by the Board of Trustees on Oct. 21, 2005
Priority 1
To position its graduates as global citizens and leaders, Meredith will foster an academic climate that is rigorous, engaging, personal, and transformative with specific programs that focus on internationalization and leadership
Goal 1. Strengthen educational opportunities by developing and implementing a January term as a framework for distinctive courses and experiences, such as study abroad and away
Action step. Charge an ad hoc committee to design a detailed proposal for the J-term. The proposal should include timeframe, calendar, faculty workload, tuition (if any), etc. Committee should be appointed in November 2005 and begin work in January 2006
Goal 2. Increase awareness, knowledge, and experience of global connectedness for our students, faculty, and staff.
Action step 1. Increase the number of international students, faculty, and staff at Meredith
Action step 2. Internationalize at least ten (10) courses to support diversity and global awareness
Action step 3. Increase the number and percentage of students participating in study and/or service abroad to at least 25% of each graduating class
Action step 4. Increase the number of faculty and staff with international travel, study, teaching, and service
Goal 3. Establish an Institute for Women's Leadership that creates an organizational structure to pull together a Center for Women in Ethical Leadership with existing and future centers for women.
Action step. Charge an ad hoc committee to form the Institute as the umbrella organization, to design the infrastructure needed to support the Centers for Women in the Arts, Women in Science and Math, and Women in Ethical Leadership, and to develop the new Center for Women in Ethical Leadership
Priority 2
To support these innovative programs and to provide the infrastructure needed for the College, Meredith will assure a strong student body, an outstanding faculty and staff, a stimulating environment for learning and living, and an appropriate array of high quality academic offerings.
Goal 1. Establish a sustainable enrollment of 2600 students by 2010 as the first phase of reaching Meredith's optimal size of 2800-3000. To reach that size and to assure a quality educational experience for students, the College must increase the diversity of its students, sustain the numbers of faculty and staff to support that enrollment, improve retention, and increase resources available for financial assistance.
Action step 1. By 2010, complete first phase of optimal enrollment plan by building enrollment to 2,600 comprised of approximately 2,300 degree-seeking students (85–90 % undergraduate students and 10 – 15% graduate-level students) and 200 - 300 non-degree seeking students
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Set annual targeted enrollment goals
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Strive for full-time students making up at least 80% of the undergraduate student population
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Build toward an on-campus population of 1,500, or about 75% of degree-seeking undergraduates (and 65 - 70% of all undergraduates)
Action step 2. Address diversity, academic quality, and accessibility - characteristics desired in the student body that will enhance the learning environment
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Increase the multicultural population, with a goal of at least 20% minority and international students
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Seek a larger regional, national and international population, with goal of having 20% out-of-state students
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Maintain a nontraditional-age undergraduate student population of 15% – 25%
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Improve the academic quality of entering freshman classes by setting targets for higher average GPAs, increased percentages ranking in the top quarter of their classes, higher SAT scores, and larger numbers of significant scholarship awards going to the most meritorious students
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Meet at least 80% of documented direct cost need for academically well-qualified students
Action step 3. Provide sufficient faculty and staff to ensure a personalized, transformative learning experience
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Have full-time faculty teach at least 80% of undergraduate and graduate credit hours
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Provide sufficient faculty to ensure that the average undergraduate class size is approximately 20 students per class and the student-to-faculty ratio is approximately 12:1
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Provide sufficient staff to ensure excellent customer service, efficient operations, and high-quality facilities maintenance.
Action step 4. Provide retention strategies and resources that will improve freshman-to-sophomore retention rates (restoring rate to 85%) and increase graduation rates (60% completing in four years)
Goal 2. Enrich the quality of life for faculty and staff by providing competitive compensation and professional development opportunities.
Action step 1. Work to raise faculty compensation (salary and retirement benefits) to the median found at our peer institutions and raise staff compensation comparably
Action step 2. Improve health benefits for all full-time employees
Action step 3. Increase opportunities for faculty and staff professional development at all career stages, such as international education, research support, and conference participation
Goal 3. Provide and maintain supportive environments by designing schedules, services, technology, and facilities for exemplary learning, teaching, living, and working.
Action step1. Improve the campus social environment
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Create a more inclusive campus community by increasing awareness of and appreciation for diversity
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Create a vibrant weekend campus culture
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Improve participation in campus activities
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Expand and strengthen wellness programming
Action step 2Provide high-quality facilities to support living, learning, and teaching
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Move aggressively to address the deferred maintenance priorities identified in the Facilities Conditions Assessment
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Establish and implement criteria for acceptable facilities standards that apply to ongoing routine and preventive maintenance, renovations, and new construction
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Move forward as possible within funding constraints with certain recommendations identified in Phase One of the Facilities Master Plan, including residence halls, library, and athletic/wellness facilities
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Pursue partnerships to finance and construct apartment-style housing and a child care facility
Action step 3. Streamline scheduling of classes and other activities
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Reconsider the effectiveness of the class and examination schedule
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Evaluate the viability of the evening program
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Automate scheduling of all facilities
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Improve communication about scheduled activities
Action step 4. Prepare graduates to be active citizens and leaders equipped with effective, innovative, and inspiring uses of technology by adopting and implementing the campus-wide technology plan as possible within funding constraints
Action step 5. Provide outstanding, effective, and efficient services
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Improve the management of campus events and information resources, including establishing a campus welcome and information center
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Establish optimal hours/services that support campus life
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Promote customer service across campus
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Improve business processes and operations
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Provide services for all students that appropriately integrate their learning experience with the College
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Expand dining options on campus
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Enhance disability access to campus facilities
Goal 4. Meet the educational needs of its students most effectively by supporting those academic programs at the undergraduate and graduate levels that demonstrate quality, effectiveness, and relevance.
Action step 1. Assess academic programs in each school and reduce the total number of offerings in accordance with the Plan for Review of Academic Offerings
Action step 2. Provide the resources that will be needed by programs that meet quality, effectiveness, and relevance
Priority 3
To achieve greater recognition for its rigorous and transformative education, Meredith will develop efforts at regional and national levels to attract students, create partnerships, and promote the mission of the College
Goal 1. Strengthen the College's branding within local, regional, and national markets.
Action step 1. Launch a comprehensive public relations campaign
Action step 2. Promote and recognize accomplishments of faculty, staff, students and alumnae
Action step 3. Promote the Institute for Women's Leadership
Action step 4. Create national interest through events tied to the campus theme, including the Presidential Lecture Series, to create national interest
Action step 5. Hire a campus wide events coordinator
Goal 2. Create targeted campaigns for student recruitment
Action step 1. Create more outreach efforts for guidance counselors
Action step 2. Develop outreach efforts aimed at middle and high school girls that support recruitment
Action step 3. Utilize alumnae strategically in recruitment and outreach
Goal 3. Expand communication, including technology, to promote the College's outreach
Action step 1. Create a compelling website
Action step 2. Support an alumnae electronic newsletter
Action step 3. Use technology to better communicate with parents of current students
Action step 4. Expand communications to other higher education institutions to improve peer recognition
