University of Hartf ord Strategic Planning

Goals 1 to 5

Ope n Fo rumsSeptember, 2014

University of Hartford Strategic Framework, 2014-2019 “Celebrating Our Tradition, Engaging Our Future”

Goal I. Challenge and support students in a vibrant educational environment that integrates disciplinary focus, broad knowledge of the wider world, and exposure to experiences that prepare students for career success and personal development.

Goal II. Position the University as a valued partner with business, industry, government, and non-profit organizations in order to use these partnerships to maximize the career, entrepreneurial, and intellectual preparedness of students.

Goal III. Promote a culture of innovation, creativity, and agility that facilitates responsiveness to evolving demands from internal and external constituents.

Goal IV. Broaden our reputation as a first-choice university leading to enhanced enrollment, alumni engagement, and philanthropic support.

Goal V. Develop a sustainable economic model in order to achieve and then maintain a budget that is in equilibrium.

Strategic Planning Process• Built on prior planning activities• Overseen by Steering Committee and Board• Developed through broad community engagement

– Solution teams – drafting the goals– Listening sessions, surveys, focus groups– Public comment and review period– Implementation teams and subgroups– setting the implementation

steps– Ongoing opportunities for comment

• splan@hartford.edu

Strategic Planning – Broad Themes

• Three core ideas– Redesign the undergraduate curricular foundation– Integrate career-readiness with the undergraduate

academic core– Increase innovation and agility; develop a “virtual”

University

Strategic Planning – Broad Themes

• Three supporting goals– Fully implement the University brand– Develop financial support through fundraising– Develop a University-wide emphasis on

enrollment management• Continued emphasis on administrative

efficiencies

Goal 1 – Goal Statement

Challenge and support students in a vibrant educational environment that integrates disciplinary focus, broad knowledge of the wider world, and exposure to experiences that prepare students for career success and personal development.

Goal 1 – Contextual Framing

• 12-month strategy outlines an educational experience based on nationally recognized, data-driven teaching and learning practices that reflect our brand and add value to our core “product.”

• 24-month strategy develops and rolls out college-specific plans for the new curricular framework and identifies high demand programs for investment to increase our competitiveness.

Goal 1 - Priority 12-24 Month Actions

• Develop and launch a robust First Year Experience.• Build the University of Hartford Essential Learning Outcomes

and High Impact Practices frameworks and begin college/school implementation.

• Create the infrastructure for implementation and build culture of support for change.

• Provide professional development for faculty and student affairs staff to support implementation and drive success.

• Conduct a market assessment to identify new program opportunities.

Goal 1 – Impact Measures and Metrics

• Realize a distinctly University of Hartford educational experience that fully realizes our brand and enhances student learning, satisfaction and career preparedness.

• Improve student engagement leading to increased recruitment and retention of students making a positive impact on the bottom line.

• Increase internal and external perceptions of our value proposition leading to enhanced reputation.

• Respond to demonstrated regional market demands for new programs to expand reputation and generate added revenues.

Goal 2 – Goal Statement

Position the University as a valued partner with business, industry, government and non-profit organizations in order to maximize the career and entrepreneurial readiness of students as well as the benefit to our partners and the institution as a whole.

Goal 2 – Contextual Framing

• Integrating high quality partnerships into the fabric, identity, and brand of the institution.

• In combination with Goal One, a set of processes and outcomes that every undergraduate will experience.

• Value added to the degree – career ready in its broadest sense for all disciplines at all stages of their careers.

• Significant benefit to graduate and returning adult students.

Career Ready

Knowledge

SkillsImmediate Employment

What is Career Readiness?An Older View

Career Ready

Knowledge

Skills

Immediate Employability

Career Transitions

Attitudes/Values

What is Career Readiness?

BreadthThe HumanitiesScience and TechnologyThe ArtsHuman Social Interaction

High Impact PracticesFirst Year SeminarsLearning CommunitiesWriting-IntensiveUndergraduate ResearchGlobal LearningService-LearningInternshipsCapstone

Depth(Major)

Career Ready

Employer Identified*

AAC&U*

National Survey of Student Engagement

Employer Identified*

Imp Tm 1Imp Tm 1

AUC

Imp Tm 1

Goal 2 – Priority 12-24 Month Actions

12 Month• Reps from academic and

non-academic units develop processes for partnership building.

• Inventory current and potential activities in strategic partnership sectors.

• Invest in two to three partnership initiatives in each strategic sector.

24 Month• Sub-group of IT2 and others.• Investigate centralized and

de-centralized models and best practices.

• Select 2-3 models for consideration.

Goal 2 – Impact Measures and Metrics

• Increased external funding.• Improved retention.• Partnership satisfaction and continuing participation.• Increased alumni engagement and giving from partner

employees.• University positioning in region enhanced.

Goal Three Team

• Team Members– Randi Ashton-Pritting – Library– Paige Bray - ENHP– Shane Ciccarelli – Admissions– Michael Crosbie – CETA– Dee Hansen – Hartt– Patricia Jaeger – Barney (Co-Chair)– Deb Kidder - Barney– R.J. McGivney – University Programs (Co-Chair)– Jessica Nicklin – A & S– David Pines - CETA– Mary Ellen Smith – ITS

Goal 3 – Goal Statement

Promote a culture of innovation, creativity, and agility that facilitates responsiveness to evolving demands from internal and external constituents.

Goal 3 – Contextual Framing

• 12-month strategy is focused on launching new online graduate programs, program development for hybrid and low-residency graduate programs and development of appropriate support structures.

• 24-month strategy is focused on developing a culture of innovation and creativity that will sustain new academic programs, at all levels, in a variety of pedagogical modalities.

Goal 3 – Priority 12-24 Month Actions• Identify two existing graduate programs and launch University of

Hartford Online initiative (12 months).• Develop and launch general purpose University of Hartford Online

website initiative (12 months).• Identify and develop graduate programs using alternative formats

(12-24 months).• Streamline academic approval processes (12-24 months).• Create culture of innovation and creativity including Academic

Investment Fund and appointment of faculty member to FCLD (12-24 months).

• Align rewards, expectations and recognitions for faculty and staff with institutional goals (12-24 months)

Goal 3 – Impact Measures and Metrics• University of Hartford Online initiative.

– 2 new graduate programs per year, 22-24 new students per program.

• Hybrid and low-residency graduate programs.– 1 new graduate program per year, 18-20 new students per

program.• Internal support.

– 12-month internal academic approval process.– Academic Investment Fund.– Faculty member championing best practices, flexibility and

agility for innovative programs.

Questions?

Contact: Patricia Jaeger jaeger@hartford.edu

R.J. McGivneyrmcgivney@hartford.edu

Goal 4 – Goal Statement

Broaden our reputation as a first-choice university leading to enhanced enrollment, alumni engagement, and philanthropic support.

Goal 4 – Contextual Framing

• 12 month strategy is to utilize technology and branding philosophy to improve broader recognition of the University of Hartford, increase alumni engagement, grow philanthropy and support student performance, retention and success.

• 24 month strategy is to implement a change in institutional culture by creating a campus environment that defines and supports stronger connections to the University of Hartford for students, alumni, employers and the broader world.

Goal 4 – Priority 12-24 Month Actions• Create a culture of success and pride by using brand philosophies to celebrate

the accomplishments of students, faculty, staff and alumni so as to broaden the University's reputation as a first-choice institution.

• Identify the characteristics of students who leave versus those who stay, and enhance programs that attract and retain students to create a vibrant student body.

• Focus on engagement and connection, beginning with prospective students, continuing with current students, and living on in perpetuity with alumni, faculty and staff so as to instill the value of a mutually beneficial lifelong relationship with the University.

• Fundraise for institutional priorities, which enhance academic success and career readiness, two key elements of a distinctive University of Hartford experience. Build a tradition of annual giving, which leads to the University becoming a top philanthropic priority, increasing the percentage of revenue supplied by charitable gifts and decreasing the University's reliance on tuition.

Goal 4 – Impact Measures and Metrics

• Charitable Giving• Dollars Raised for Student Scholarships• Total Number of Donors• Endowment per Student FTE

• Engagement• Alumni Participation in Events• Student Participation in Events• Alumni Hub Users

• University Recognition• Student Success

GOAL STATEMENT

Goal 5

Develop a sustainable economic model in order to achieve and then maintain a budget that is in equilibrium.

CONTEXTUAL FRAMING Goal 5• 12 month strategy is to develop the data requirements to

reinvent our existing assets, infrastructure, processes, operating structure, workflows and service delivery models in order to deliver them in a manner that maximizes efficiency in response to the strategic vision and the financial reality of the university.

• 24-month strategy is to leverage and implement the infrastructure changes necessary that will focus our operating model to strategically position the institution competitively for financial sustainability and agility in response to market changes in alignment with the university’s goals and objectives.

PRIORITY 12- to 24- MONTH ACTIVITY

1. Conduct an enterprise wide assessment of existing under or un-utilized technology and system functionality and develop a timeline and plan for implementation.

2. Research lean management best practices and outcomes and utilize outside expertise to conduct a lean management analysis and timeline for implementation.

3. Raise the level of commitment and increase accountability to the service responsibility of faculty and staff by revamping the student evaluation tool and Staff Dialogue for Direction.

4. Complete data mining and analysis process for space, student housing demands, potential academic uses and one-stop student services.

5. Expand our non-tuition revenues by evaluating the return on investment of current conference programs and determine needs for growth and market available space to external groups and partners.

Goal 5 – Impact Measures and Metrics

• Increase productivity and efficiency.• Savings and cost avoidance in off-campus rentals. Contribute to

new academic program opportunities, internal growth and external partnerships and revenue generation.

• Contribute to University retention and graduation rates.• Enriched student experience and increased student satisfaction.• Increase residence hall utilization and occupancy which will

significantly result in new revenue generation.• Increase non-tuition revenues.