Action
Determine specific needs for next leadership of the Center for Career and Professional Development.

Responsibility
Provost (lead), external evaluator(s), CCPD staff.

Funding
Mellon Presidential discretionary grant.

Outcomes
Identification of characteristics/qualities needed in new director; hiring new director with these characteristics/qualities.

Measures

• Review of CCPD leadership needs completed by beginning of winter term.
• Job description developed that accounts for the results for review.
• Hire successfully completed.

Progress from 2019-2020

• CCPD external review completed in December 2019 and job description developed in response to review.
• Finalist candidates for director role had virtual interviews in last two weeks of July. Position will be offered to top candidate during the second week of August.

Action
Launch LuxEsto Online, the electronic version of K’s magazine.

Responsibility
Office of College Marketing and Communication (CMAC).

Funding
CMAC operating budget, budget neutral initiative.

Outcomes

• Engage with alumni in a fresh, appealing format.
• Support alumni engagement with Admission and Advancement initiatives.
• Showcase K as a modern institution capitalizing on technology as a tool for marketing and communication.
• Provide an additional avenue for storytelling to support The Brighter Light Campaign.

Measures

• Open and click through rates.
• Unique visitors to LuxEsto Online.
• Reader survey questions regarding ease of use and length of stories.

Progress from 2019-2020

• Three issues of eLux were published in 2019-2020. Specific data for each issue follows:

• Through surveys, readers told us they had a positive experience (84% good, very good or excellent); they found it easy to navigate (63%); and they felt the length of the stories was right (94%).
• A number of respondents expressed their strong desire to continue to receive the print version of LuxEsto in addition to the electronic publication.
• Class notes and obituaries were the two most frequent requests for additions to eLux.

Action
Assess if/how being a student organization leader contributes to the achievement of Institutional Learning Outcomes via assessment instrument and focus group data.

Responsibility
Office of Student Activities.

Funding
Operating Budget.

Outcomes
Evidence about leadership responsibility and achievement of ILOs.

Measures

• Develop assessment instrument.
• Conduct focus groups.
• Examine extant data from other sources.

Progress from 2019-2020

• An assessment of if and how student organization leadership experience contributes to the achievement of institutional learning outcomes (ILO) was initiated in the fall.
• Eighty student leaders completed a baseline assessment in the fall quarter, prior to a leadership-training program. They completed the same assessment in later February.
• The February assessment, a self-reporting method, indicated that students identified significant improvement in their communication skills from the fall to the winter.

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

• Percentage increase in salaries.
• Comparative ranking of salaries.

Progress from 2019-2020

• Salaries for faculty and staff were increased by 3% for the 2019-2020 academic year.
• Within the GLCA we stayed at 9th and 10th place for average salaries for Full an Assistant Professors. We made some progress for Associate Professors as we moved from 7th to 6th.

Action
Establish “Mental Health for Students of Color” weekly program series.

Responsibility
Intercultural Student Life and campus partners.

Funding
Operating Budget.

Outcomes
Students will learn about mental health and use information to enhance their own health.

Measures

• Each session evaluated on bases of pre-established learning goals.
• Information will be used to evaluate overall program and to shape future programming.

Progress from 2019-2020

• Mental health programming for students of color, a partnership between the Office of Intercultural Student Life and the Counseling Center, continued through the academic year, and remotely during the spring quarter during the pandemic closure.
• Participation was consistently high during the fall and winter quarters with approximately 60 students participating each week.
• Participation waxed and waned in the spring quarter, as it did with nearly all campus programs. Even so, some students connected with the resources of both the Counseling Center and Intercultural Student Life as they partner for the program.

Action
Develop priority list for improving instructional spaces through furnishing and technology improvements; launch first phase of improvements.

Responsibility
Teaching and Learning Committee; Provost; Facilities Management; Vice President for Business and Finance.

Funding
External financing.

Outcomes
Five instructional spaces refurbished and improved.

Measures

• Spaces are ready for use at start of 2020-2021 academic year.

Progress from 2019-2020

Spaces identified and prepared in Dewing, Olds Upton, Fine Arts. Awaiting furniture delivery with Covid-19 delays. We expect to have the furniture in place before the start of the academic year.

Action
Significant progress in new natatorium construction project.

Responsibility
Facilities Management; Vice President for Business and Finance.

Funding
External financing.

Outcomes

• New natatorium will be 70% complete.
• Structure and shell in place.
• Pool installation.
• Masonry and ME&P in progress.
• Project will be tracking within budget.

Measures

• Meet construction benchmarks.

Progress from 2019-2020

• Covid-19 produced significant delays to this construction project.
• The anticipated completion date of the Natatorium project is March 2021. That date represents transfer of the project to the College.
• Installation of certain equipment, furnishings, information technology equipment and other items are the College’s responsibility.
• Estimated occupancy is September 2021.

Action
Major renovation of basic heating and electric campus infrastructure.

Responsibility
Facilities Management; Vice President for Business and Finance.

Funding
Operating Budget and operational reserves (for planning process).

Outcomes

• Finalize plan for major renovation of basic infrastructure.
• Develop financing plan of major renovations.

Measures

• Major renovation plan is completed and approved.
• Financing plan is completed and approved.

Progress from 2019-2020

• The HDR Energy Study was completed in June of 2019.
• Two critical transformers have been replaced, the transformer that serves five buildings between Hoben Hall and Harmon Hall and the transformer that services Light Fine Arts and Humphrey House.
• The boiler project to upgrade heating infrastructure in Crissey and Severn is underway and will be completed in late September.
• Engineering is ongoing for projects in Dow Science and the Central Plant to upgrade electrical infrastructure in those locations.
• The planning of other major basic infrastructure projects is currently on hold.

Action
Define process for developing residence hall renovation plan.

Responsibility
Student Development, Facilities Management, Campus Master Planning.

Funding
Operating Budget.

Outcomes
Completion of document to guide planning process for renovations.

Measures

• Completed and approved document.

Progress from 2019-2020

• Residential Life and Facilities Management staff have identified broad parameters for the multi-building, multi-year project.
• A plan to assess and prioritize each individual hall has been developed, and an overall draft plan has been developed.
• The pandemic closure brought active planning to a stop during the spring of 2020, and the significant financial losses to the College suggest that further work will be delayed for at least one year, and more likely two – three more years.

Action
Move into year two of the Brighter Light Campaign.

• Close on outstanding/pending gift conversations.
• Initiate new gift conversations with those closest to K.
• Emphasize endowment.

Responsibility
Advancement (lead); President; and Campaign Leadership Committee.

Funding
Operating and Campaign Budgets.

Outcomes

• Fundraising momentum.
• Engaged, active Campaign Leadership Committee.
• Trustee ownership of the campaign.
• Stronger endowment.

Measures

• Begin gift conversations with all Trustees and feasibility study participants.
• Raise at least $12 million toward endowment priorities.
• Reach $85 million toward $150 million goal.

Progress from 2019-2020

• Gift conversations have been started with 22 current members of the Board, which represents 67% of trustees.
• Gift conversations have taken place with 31 individuals who participated in the campaign feasibility study. This, too, represents 67% of the group.
• For fiscal year 2019-2020, new gifts and commitments toward endowment priorities totaled $17 million.
• Total gifts and commitment to the Brighter Light Campaign stand at $86 million.