2018-2019 Implementation Plan
August 2019 Report
This is a report on action items for the first year of the new strategic plan, Advancing K. Each action is linked to one or more of the plan’s four pillars; and each includes a listing of those offices or people primarily responsible for implementation, the funding mechanism, metrics (quantitative and qualitative) to gauge progress, and the results achieved during this year. If you have questions about these action items, you may reach out to the following offices for more information:
Curriculum and Co-Curricular Programs: Office of the Provost, 269.337.7158
Community: Business Office, BusinessOffice@kzoo.edu; Student Development, 269.337.7209;
Office of the Provost, 269.337.7158
Campus: Business Office, BusinessOffice@kzoo.edu
Endowment: Office of Advancement, 269.337.7292
Curriculum and Co-Curricular Plans
Advance K-Plan; Enable All to Study Abroad; Prepare All Students for “Life after K”; Engage Kalamazoo
Action
Use a design thinking approach to review the effectiveness of and consider new approaches to K’s experiential education components and the K-Plan.
Responsibility
Steering Committee for Mellon Foundation grant (Provost, Faculty Liaison, Directors of CCE, CCPD & CIP, Experiential Education Committee).
Funding
Mellon Foundation grant on “Ensuring that the K-Plan enables and encourages all students to engage in experiential learning.”
Outcomes
Key observations and insights from design thinking research; Vision Statement and Strategic Framework for experiential education and the K-Plan moving forward; Pilot projects ready for implementation and assessment.
Measures and Progress from 2018-2019
- Completed deliverables from design thinking firm.
- Developed three pilot projects across experiential education areas:
- Pilot project 1 (Pathways): Faculty and staff developed a framework for “articulated tracks” that revitalize the K Plan through greater curricular integration and purposeful experiential learning at the intersections of career, study away/abroad, and civic engagement. The first pilot, “Food and Farming Justice” will bring cohesiveness to a range of initiatives (including First Year Seminars, the CEE’s Just Food Collective, gardening courses, the Hoop House, local partnerships, internships, and externships) around these issues.
- Pilot project 2 (Digital Navigation): The project explores how technology platforms can support experiential learning, credentialing, and creating compelling narratives of student experiences. A focus is to employ digital tools and techniques that create meaning for students and have potential to convey that meaning to audiences outside of K who wish to comprehensively understand a student’s experience at the College.
- Pilot project 3 (Off Campus Experiential Opportunities): This project will develop a framework and model for faculty-led off-site course components, including recognition of work involved for faculty and staff organizing projects, impact on communities that host students, and creation of experiences that challenge and support students.
Prepare All Students for “Life after K” (see also Community: Alumni Engagement “Life with K”)
Action
Build out sophomore year programming including a sophomore summit; Build out Wisr as a primary way to foster alumni mentoring of students; Pilot mock interviews of students by alumni both in-person and using technology; Expand “confident at commencement” program to align with senior seminars.
Responsibility
CCPD (Lead); Associate Dean of Students, First Year Experience and Student Transition; Alumni Engagement.
Funding
Operating budget; External gift; Mellon Presidential discretionary grant.
Outcomes
Student and alumni use of Wisr increased; Sophomore students better prepared for life after K.
Measures and Progress from 2018-2019
- Launched Alumni Advocacy Advisory Network as a pilot program.
- Piloted “sophomore summit” in January 2019.
- Number of students on Wisr: 473.
- Number of alumni on Wisr: 1628.
- Number of alumni-student interactions through Wisr: 119 students have connected with alumni through the platform, with 37 calls completed between a student and alum using the platform’s phone bridge (note: some students have reported that they have completed calls with alumni outside of the platform) and 1544 chat messages exchanged between students and alumni using the platform’s messaging feature.
- 22 sophomores attended the first day of the Sophomore Summit and 17 completed the second day.
- 198 sophomores attended 62 events sponsored, co-sponsored, or supported by CCPD.
- In spring 2019, three students participated in mock interviews with three alumni.
- 77 seniors participated in 11 “confident at commencement” programs.
Cultivate Leadership Through Co-Curricular Programs
Leadership Programming
Action
Introduce a “senior leadership” program to complement the Launch Into Leadership (emerging leaders) program.
Responsibility
Student Activities (Lead); Outdoor Programs.
Funding
Operating budget.
Outcomes
Pilot program for seniors with initial assessment data to guide further development.
Measures and Progress from 2018-2019
- Offered “Lean In and Leave a Legacy” leadership program for 23 rising seniors.
- Participants included eleven men, six students of color, four international students.
- Student satisfaction was high – they requested additional time for each topic.
- Comprehensive program review with recommendations for 2019-2020: Program will revise schedule to occur over four sessions per feedback from participants.
Groundwork for New Athletics Strategic Plan
Action
Lay groundwork to begin development of new athletic strategic plan.
Responsibility
Athletic Director (Lead); Provost; President; Faculty Athletic Representatives.
Funding
Operating budget.
Outcomes
Process for new athletic strategic plan is defined and approved.
Measures and Progress from 2018-2019
- Implemented “listening tour” for new AD.
- Articulated a process for development of athletic strategic plan.
Engage Kalamazoo
Action
Launch joint postdoctoral fellow with Kalamazoo Institute of Arts (KIA).
Responsibility
Art and Art History Department (Lead); Provost; KIA.
Funding
Operating budget; Mellon Presidential discretionary grant.
Outcomes
New course offered in Art History; Additional opportunities developed for student utilization of KIA.
Measures and Progress from 2018-2019
- Post-doctoral fellow (Fari Nzinga) taught class of 14 students in Winter and 20 students in Spring 2019 terms. Dr. Nzinga is slated to teach three courses, including a First Year Seminar, in 2019-2020.
Robust Marketing and Communication
Action
Develop five-year marketing and communication plan containing goals, objectives, tactics and measurements.
Responsibility
College Marketing and Communication (Lead); Admission.
Funding
Operating budget.
Outcomes
Clear set of priorities to guide staff in College Marketing and Communication for next five years.
Measures and Progress from 2018-2019
- Drafted five-year plan.
- Developing annual work plans with metrics.
Robust Marketing and Communication; Alumni Engagement “Life with K”
Action
Evaluate the results of the Lux Products survey and begin implementing changes as warranted.
Responsibility
College Marketing and Communication.
Funding
Operating budget.
Outcomes
Improved Lux products based on data from the survey.
Measures and Progress from 2018-2019
- Number of survey responses received: 2,034.
- Number of readers of BeLight Stories: Feb 2019=3,332; Oct 2018=3,047; Jun 2018=2,390; Feb 2018=2,769.
- Eliminated SummerLux.
- Adding third issue of Lux Esto.
- Adding eLux feature.
- Number of contributions to Class Notes: 86.
Community
Invest in Human Capital, Especially Faculty/Staff Compensation; Foster Inclusive and Supportive Campus for All
Action
Analyze and respond to results of “campus climate” survey of faculty and staff.
Responsibility
Institutional Research (Co-Lead); Human Resources (Co-Lead); President’s Staff
Funding
Operating budget.
Outcomes
Survey results shared with faculty and staff; action items identified and prioritized.
Measures and Progress from 2018-2019
- Completed analysis during the fall of 2018.
- Shared major findings with campus community at campus gatherings and through email communication (fall 2018).
- Prioritized action items: faculty, administration and staff relations; facilities; and compensation.
Invest in Human Capital, Especially Faculty/Staff Compensation
Action
Make progress on faculty and staff compensation.
Responsibility
President’s Staff (Lead); Human Resources.
Funding
Operating budget.
Outcomes
Faculty and staff compensation increased.
Measures and Progress from 2018-2019
- Percentage increase for compensation pool: 3% for 2018-2019 and 3% for 2019-2020.
- Faculty compensation rank within GLCA: Full professors: 9th (unchanged from 2017-2018), Associate Professors: 7th (unchanged from 2017-18), and Assistant Professors 10th (unchanged from 2017-2018).
- We had conversation with Board about the limitations involved in the comparison of faculty salaries across institutions (e.g., impact of retirements, relative size of different disciplines, etc.).
- Provost led conversation with faculty about these data and its limitations.
- Identified five-year target/goal: We want to be at the median of the GLCA.
Foster Inclusive and Supportive Campus for All
Introduce Mentorship Program for First Generation Students
Action
Introduce mentorship program for first generation students utilizing alumni mentoring through Wisr (online platform) of new first generation students.
Responsibility
Office of Intercultural Student Life (Lead); CCPD.
Funding
Operating budget; External grant.
Outcomes
First generation mentoring program established.
Measures and Progress from 2018-2019
- Received Warner Norcross & Judd grant. Participating students developed resumes (which were reviewed and edited by alumni mentors and CCPD Staff), created a LinkedIn profile and self-introduction piece, engaged in Professional-Strength-Assessment, and participated in Professional Development opportunities that included conferences, job-shadowing, externship, and meetings with Alumni mentors.
- 249 students attended nine G-1 dinners during 2018-2019.
- 21 alumni mentors, four other mentors, and nine to thirteen mentees were involved in bi-weekly G-1 mentoring program during 2018-2019. Satisfaction was high for mentees. Mentors asked to submit evaluation by August 1, 2019. Program will occur again in 2019-2020 and will include effort to assess long-term benefit beyond satisfaction. Alumni mentors demonstrated high level of involvement and commitment.
Complete Remodel of the Intercultural Center
Action
Complete remodel of the Intercultural Center.
Responsibility
Facilities Management (Lead); Office of Intercultural Student Life.
Funding
External gift (in hand).
Outcomes
Intercultural Center expanded.
Measures and Progress from 2018-2019
- Completed expansion and remodeling of Intercultural Center.
Programming for Minoritized and Marginalized Voices and Identities
Action
Create new and adjust existing programs that more intentionally center minoritized and marginalized voices and identities.
Responsibility
Office of Intercultural Student Life with various campus partners.
Funding
Operating budget.
Outcomes
Programs assessed and appropriate adjustments made.
Measures and Progress from 2018-2019
- Reconfigured Food for the Soul program sponsored by Intercultural Student Life. Assessment data indicate that it is most effective for the Fall Quarter, which is when it will be offered in the coming year.
- Initiated five new programs in partnership with the Offices of ISL and Student Involvement, designed to center marginalized identities. Programs engaged 543 students during the academic year.
- Evaluations from programs which detail student experiences, satisfaction, future needs, and learning outcomes from events.
- Feedback from partner offices on changes and learning achieved through work with ISL.
Grant Opportunities
Action
Complete Mellon diversity and inclusion grant; Complete Michigan State Police (MSP) campus sexual assault prevention grant; explore additional grant opportunities.
Responsibility
Student Development including Office of Intercultural Student Life (CoLead); Provost with support of faculty liaison (Co-Lead); Director of Gender Equity (Co-Lead); Director of Corporations and Foundations; Director of
Grants, Fellowships and Research.
Funding
Mellon Foundation and MSP grants.
Outcomes
Many faculty, staff and students trained in Green Dot program; Intercultural Center staffing built into operating budget; Enhanced capacity of faculty in support of inclusive curriculum and pedagogy.
Measures and Progress from 2018-2019
- Final report to Mellon detailing annual activities and achievements for 2018-2019 related to ISL, as well as compilation of achievements from all years of the grant.
- Report of spending for 2018-2019 funding related to ISL, as well as compilation of spending from all years of the grant.
- Inclusion of funding for ISL staff (Director and Coordinator), ISL programs and operations, and IC operations, maintenance and upkeep, included in College budget as a general fund line for 2019-2020 and beyond.
- Mellon Diversity and Inclusion grant concluded June 30, 2019.
- Grant received from Office of Violence Against Women to strengthen K’s intimate partner violence prevention efforts.
Alumni Engagement “Life with K”
Develop New Alumni Engagement Strategic Plan
Action
Develop new Alumni Engagement Strategic Plan.
Responsibility
Alumni Engagement (Lead); AAEB leadership.
Funding
None.
Outcomes
Clear set of priorities to guide staff and AAEB for next five years.
Measures and Progress from 2018-2019
- Plan written and approved by AAEB.
- Identified five key points of engagement.
- Developing annual work plan with metrics.
Alumni Classroom Experiences
Action
Explore opportunities to “recreate” the classroom experience for alumni to give access to faculty lectures and engagement through the use of technology.
Responsibility
Alumni Engagement (Lead); Provost; FEC; Media Services.
Funding
Operating budget.
Outcomes
Pilot experience(s) launched and evaluated.
Measures and Progress from 2018-2019
- Launched pilot program.
- Number of K-Talks/Lectures offered: eight.
- Number of unique viewers: 733 (over nine months, October through June).
Campus
Facilities to Support Co-Curriculars
Action
Begin process for building a new natatorium.
- Finalize contract for design services.
- Complete schematic design.
- Complete construction documents.
- Begin demolition and construction after 2018-2019 swim season is completed.
Begin planning for other key short-term capital projects.
Responsibility
Facilities Management (Lead); Vice President for Business and Finance.
Funding
External financing.
Outcomes
Natatorium: construction documents completed, demolition completed, construction initiated.
Measures and Progress from 2018-2019
- Completed schematic design.
- Completed design development.
- Completed construction documents.
- Engaged construction manager.
- Finalized arrangements for temporary relocation of swim teams.
- Demolished existing natatorium.
- Begun construction.
Upgrade Instructional Spaces
Action
Develop priority list for improving instructional spaces through furnishing and technology improvements; launch first phase of improvements.
Responsibility
Teaching and Learning Committee (Lead); Provost; Registrar; CIO; Facilities Management; Vice President for Business and Finance.
Funding
External financing.
Outcomes
Several instructional spaces refurbished and improved.
Measures and Progress from 2018-2019
- Developed priority list and implementation schedule for improving instructional spaces.
- Five classrooms selected for new furnishings and aesthetics.
- Furniture on order and other work planned; all scheduled for completion by start of classes in Fall 2019.
Endowment
All
Action
Lay foundation for campaign.
- Develop campaign plan.
- Engage consultant to conduct campaign feasibility interviews.
- Begin gift conversations with key donors.
Responsibility
Advancement (Lead); President; Consultant.
Funding
Operating and Campaign budgets.
Outcomes
- Staffing plan, communication plan, case statement, budget for five-year campaign.
- Funding priorities for 30-35 key donors identified; Information to frame campaign working goal developed.
- Gifts and commitments totaling $10 million for new campaign.
Measures and Progress from 2018-2019
- Retained consultant for campaign feasibility study.
- Completed 46 interviews.
- Formed Campaign Leadership Committee; held initial meeting.
- Received Board approval for goals, time frame, gift counting policies.
- Started gift conversations with Trustees and others.
- Completed campaign plan.
- Created endowment web page.
- Raised $4,150,000 for endowed scholarships.
- Received campaign commitments totaling $17,140,000.