Goal and Strategies: Status Update October 2011
Strategic Plan Goal 1: Clearly articulate to internal and external audiences Nazareth’s distinctive identity as a comprehensive college that integrates liberal and professional education, offers unique programs at both the undergraduate and graduate level, and places special value on student success, diversity, inclusion, civic engagement, leadership, and making a difference in local and global communities.
Strategy 1.1: The President will appoint a committee to recommend specific strategies to clarify Nazareth’s identity
Completed; Steering Committee met December 2005-May 2007.
1.1.1: The committee will assess the impact of religious symbols and name on the College’s current
identity as an independent institution that is not affiliated with any specific religion
Completed May 2007 through the work of the Steering Committee.
1.1.2: The committee will recommend specific strategies to recognize the College’s heritage and its
continuing impact in defining our commitment to civic engagement and a life informed by
intellectual, ethical, spiritual, and aesthetic values
Completed May 2007 through the work of the Steering Committee.
1.1.3: The committee will recommend specific strategies to clarify the College’s identity as an
undergraduate and graduate institution, and as a school committed to liberal arts and
professional education
Completed May 2007 through the Steering Committee; however, this work continues, e.g. through the marketing efforts
of the Enrollment Management and Institutional Advancement divisions.
Strategy 1.2:Develop and implement a comprehensive marketing plan
Ongoing; the Marketing and Communications team at Nazareth uses both traditional and social media to build visibility for the college and to engage our constituents:
- website redesign is complete;
- admitted student portal launched on March 25, 2011; and
- Admissions mobile website launched September 2011.
Please also see Goal 2, strategy 2.2.3, for information regarding marketing initiatives for graduate study.
Marketing efforts continue as reflected in the Annual Institutional Goals for 2009-2010 (Goal #4) and for 2010-2011 (Goal #8). Goal #10 of the Annual Institutional Goals for 2011-2012 is, “Continue to expand marketing to support enrollment and overall brand.” The current draft of the College of 2020 Strategic Plan also includes strategic initiatives regarding marketing.
Plan and Assessment Goal 1Updated – pdg 10/26/2018 Page 1 of 18
Administrative Assessment: Program Level
Planning Form
Department/Program: Strategic Plan Goal 1: Clearly articulate to internal and external audiences Nazareth’s distinctive identity as a comprehensive college that integrates liberal and professional education, offers unique programs at both the undergraduate and graduate level, and places special value on student success, diversity, inclusion, civic engagement, leadership, and making a difference in local and global communities.
Date:10/31/11Submitted by: Pat Genthner
Significant Objectives/Outcomes / Evidence and Criteria / Findings / Recommendations and Follow-up / CostsProgram level objectives that are meaningful and measurable.
Column 1 / What evidence are you going to look at?
How often will it be collected and analyzed?
Be specific about information to be collected, what method will be used, schedule for collection and analysis.
Column 2 / What are you going to look for?
Expected level of performance, list the specific criteria (percent of successful activities, or positive feedback) that will indicate success or positive outcome.
Column 3 / Describe the findings garnered from the analysis of the evidence that address the levels of performance listed in the Planning Form.
Column 4 / List specific actions that grew out of the findings, including a timeline for monitoring, implementation or follow-up, and the person(s) or committee responsible for follow-up.
Column 5 / Proposed/
Estimated Costs / Approved
Budget Allocation
Column 6
1. Increase awareness that NazarethCollege is an independent institution not affiliated with any specific religion.
Strategy 1.1.1
Strategy 1.1.2 / 1. Evaluate the College’s heritage in relationship to its current commitment to spiritual values. In addition to reviewing the input collected by the strategic planning consultants in 2005-2006, obtain further input from the Alumni Board, Sisters of St. Joseph, Monsignor Shannon, and Campus Ministry staff on certain aspects of the work of the Goal 1 Committee.
October 2005 through January 2006 over 300 members of Nazareth’s internal community – senior administration, trustees, academic and student leaders, faculty, staff, and students participated in one-on-one, small group or large group interviews with The Presidential Practice consulting firm to share their perceptions of and aspirations for NazarethCollege.
2. Evaluate religious symbols on the campus, in college materials, etc. / 1. Themes (including concerns as well as recommendations) in open sessions of faculty, staff, students, alumni, and trustees regarding the college’s perceived and aspirational identity regarding commitment to spiritual values.
2.
- projected image
- purpose/expression
- prominence/visibility
2. A subcommittee of the Goal 1 Committee was formed to tour the campus and conduct an inventory of religious symbols. 13 symbols were evaluated. 7 project a Catholic image and 6 a Christian image. 11 have religious purpose/expression (perhaps with artistic and/or historical aspects); 2 historical. 9 have high prominence/visibility; 1 medium visibility; 1 medium to high visibility; 1 medium to low visibility; 1 low visibility. Several symbols are inherent to architecture and were determined to be prohibitive in cost to alter or remove. / 1 & 2. Recommendations and status:
- Hire an archivist
Update 2010: Beginning fall semester 2009, an assistant professor of the library works one day per week on archives including their organization for use, overseeing volunteers, answering inquiries, meeting with donors.
2.
- Bring symbols of nomenclature in line with college’s independent identity:
The redesign was completed by Catherine Kirby, associate professor of art, in spring 2008. The new seal is utilized for transcripts, diplomas, legal documents, and limited Bookstore items.
(2)consider removing cross from the Lorette Wilmot Library and giving to SSJ’s
For the time being, the cross will be retained there as requested by some trustees.
(3)rename Founder’s Room and Bishop’s Parlor
The Founder’s Room has been renamed to Smyth Hall Conference Room 104. Bishop’s Parlor pending with proposed renovation to Smyth 120.
- Establish annual ritual of celebration to mark the day classes began Sept 24, 1924.
Update 2010: Celebrate Naz Day has adopted a format that utilizes the archivist and active participation from her freshmen seminar students. All freshmen seminar students are required to attend this annual celebration of Nazareth’s history and future.
Update 2011: With the new
undergraduate core curriculum’s
impact on freshman seminar, the
Celebrate Naz commemoration
is undergoing revision. In Sept
2011 the focus is on thegrand
opening ofnewly designated
space for archives in the library.
AlumniRelations will continue
Chapterevents on Sept 24 under
the name“Purple and Gold”
celebrations.Future campus held
commemorations of Sept24,
1924 will be planned through
collaboration of the archivist,
director of alumni relations, and
the area of student activities.
- Create Heritage Trail
- Create heritage space and move the statue of Mary on the northeast corner of Smyth Hall to the new space.
- Re-name Campus Ministry to better reflect the spectrum of its work and the nature of the campus today.
- Craft statement of spirituality at NazarethCollege and identify ways to use this clarifying point of reference.
2007.
See also Goal 4, Strategy 4.1 for
recommendation to create an
organizational structure for civic
engagement; this is a core value
of the institution since its
founding.
Update 2010: On April 11-13 2010, through the work of the Center for Interfaith Studies and Dialogue,NazarethCollege hosted the Interfaith Understanding Conference where 400 participants focused on intergenerational connections to learn from one another about religious differences and commonalities. See President Braveman’s blog for more information:
. Outcomes available through the office of Institutional Research and Assessment.
Updates 2010-2011:
- On March 15, 2011, the Center for Interfaith Studies and Dialogue (CISD) sponsored a day-long Global Citizenship Conference for high school students. The conference was designed to give the future leaders of our world the tools to respond to intolerance, improve religious literacy, and possess the etiquette required to work in a pluralistic world. Conference attendees totaled 289 high school students, 65 school teachers/chaperones, 32 community educators, and 16 NazarethCollege student volunteers and CISD staff. Most participants were from the greater Rochester school districts; however, a few were from Albany and Cleveland. An evaluation was completed and is available in the Center for Interfaith Studies and Dialogue. Participating schools renewed their commitment to continue with such conferences, with the next planned for spring 2012.
- The Center for Interfaith Studies and Dialogue received national and international attention. Representatives from the Center were invited to attend two conferences at the White House and a national conference in Chicago. The leader of the Chicago conference named the colleges and universities who are leaders in this field and named Nazareth on the short list that included mostly large universities.
- The International Institute of Islamic Thought gave Nazareth $500,000 as a challenge match to support the creation of a chair in interfaith studies. The challenge match was successfully reached in summer 2011.
$50,000 plus benefits
Redesign Seal: $500
Celebrate Naz Day:
$2,500 annually
Heritage Trail: $6,000
Labyrinth and MeditationGarden:
$37,500
Re-naming:
$7,704
Funding provided by community donors. / Archivist:
$ 0
Redesign Seal:
$500 FY08
Celebrate Naz Day:
-FY08 $1,390
-FY09 $9,809
includes $6,101 for alumni chapter events; $2,804 for banners to be reused for many years. Costs absorbed by existing budgets of President’s Office; Image Budget; Alumni Relations. Future celebration costs will similarly be absorbed through existing budgets.
-FY10 $2,493 expense absorbed through President’s Office operating budget.
Heritage Trail:
-FY09 $2,745
($500 – initial setup;
$1,500 – annually;
$745 – postcard)
Note: annual fee $1,500 for FY10 and forward
Labyrinth and MeditationGarden:
$37,500 FY08 – paid for through existing resources re-allocated to this project
Re-naming:
$5,812 FY08
Significant Objectives/Outcomes / Evidence and Criteria / Findings / Recommendations and Follow-up / Costs
Column 1 / Column 2 / Column 3 / Column 4 / Column 5 / Proposed/
Estimated Costs / Approved
Budget Allocation
Column 6
2. Increase awareness that NazarethCollege is an undergraduate and graduate institution committed to liberal arts and professional programs.
Strategy 1.1.3 / Evaluate the College’s use of the mission and vision statements, and internal and external communications that relay characteristics of NazarethCollege as a comprehensive institution. / Themes (including concerns and recommendations) found in:
- open sessions of faculty, staff, students, alumni, and trustees regarding the college’s perceived and aspirational identity as a comprehensive institution for undergraduate and graduate students
- further discussions with representatives from the areas of admissions, marketing, alumni, development, athletics, campus ministry, and the center for teaching excellence. Discussions regarding display and infusion of mission and vision statements into various programs, publications, spaces.
It was clearly reflected by all constituents that the College is not widely perceived as a comprehensive institution.
Follow-up meetings with representatives from designated areas raised or supported consciousness and intentionality regarding communication efforts originating from these areas. /
- The following should be the lead statement in all materials related to the identity of the College: “NazarethCollege is an independent, comprehensive institution offering liberal arts and professional undergraduate and graduate programs.”
Marketing & Communications to
provide input in developing the
imaging work and marketing
campaign..
- The descriptive identity statement should be included and referred to in all orientation materials for new students, faculty, and staff.
- Reiteration of this identity statement in every available context/venue.
- References to heritage, SSJ’s, and Catholicism are appropriate in historical descriptions of the College only.
- Regardless of the audience, current documents related to identity should be descriptive of core values and programs.
Assessment of identity to be determined via assessment of new marketing plan. See #3, column 5.
- Develop intentional plan to publicize the Strategic Plan, the Mission and Vision Statements, and this statement.
Update 2010: Strategic plan progress is reported to the community annually in Sept through e-mail, as are the annual institutional goals that are developed based on the strategic plan. Reports regarding annual institutional goals are available in the office of the President. The President presents a State of the College address annually in April that is open to faculty, staff, trustees, and retirees. The content of the address includes progress on strategic plan goals. The President’s annual “State of the College” addresses are available in the college archives. In addition, the President meets at least twice a semester with the Executive Board of the Undergraduate Student Association, and with alumni in both campus-held and community-based alumni events.
Note:
1. NazarethCollegereceived national recognition for being one of the nation’s best institutions for undergraduate education in the 2011 edition of the Princeton Review’s "The Best 373 Colleges". Nazareth earned a #10 ranking for Best College Theater.
2. In addition, NazarethCollege isone of the best colleges in the Northeast according to The Princeton Review. It is one of 218 institutions The Princeton Review recommends in its "Best in the Northeast" section of its website feature, "2011 Best Colleges: Region by Region," on PrincetonReview.com. It also features the school in its book, "The Best Northeastern Colleges: 2011 Edition.
Update 2011, integrated marketing/fundraising campaign::
An integrated marketing/fundraising campaign for math/science building and clinics continues with newspaper ads, campaign website design and launch, and extensive marketing materials for building. See also Goal 6, Strategy 6.7.
Additional Highlights 2011:
1. NazarethCollege received national recognition for being one of the nation’s best institutions for undergraduate education in the 2012 edition of the Princeton Review’s "The Best 376 Colleges". This year’s addition also ranks NazarethCollege as Town-Gown Relations Are Great at #14.
2. Five (5) NazarethCollege students were selected for the prestigious Fulbright program and 2 were selected for the French Teaching Award. This is a record number of Fulbrights for any one year and brings to 12 the total number of students selected since 2007.
3. The NewAmericanColleges and Universities (NAC&U) invited Nazareth to join the organization beginning July 1, 2011. As the web site states: "The New American Colleges and Universities (formerly Associated New American Colleges or ANAC) is a national consortium of 20 selective, small to mid-size independent colleges and universities dedicated to the purposeful integration of liberal education, professional studies, and civic engagement." This invitation is recognition of the College’s achievements and reputation, and will create opportunities to work closely with other schools with similar missions. / $ 0
Significant Objectives/Outcomes / Evidence and Criteria / Findings / Recommendations and Follow-up / Costs
Column 1 / Column 2 / Column 3 / Column 4 / Column 5 / Proposed/
Estimated Costs / Approved
Budget Allocation
Column 6
3. Increase the size, quality, demographic mix, and geographic reach of our undergraduate and graduate populations and applicant pools.
Strategy 1.2 / Enrollment Management data on incoming student applications and yield, including:
- Graduate and undergraduate demographics
- Geographic reach
- Undergraduate rating
- Graduate baccalaureate GPA
Annually analyze Nazareth compared to peer institutions. / Undergraduate and graduate programs:
- Identify which programs have the greatest potential for maintaining or increasing enrollment
- Identify those programs with limited or low enrollment potential