2020-2021 Implementation Plan
August 2021 Report
While the College continues to do work on many fronts, below are the key 2020-2021 actions related to the implementation of the strategic plan. Each action is linked to one or more of the strategies under each of the four pillars; and each includes a listing of those offices or people primarily responsible for implementation, the funding mechanism, and the metrics (quantitative and qualitative) to gauge progress. 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
Continue implementing and assessing pilot programs for Mellon Experiential Education grant.
Responsibility
Steering Committee for Mellon Foundation grant (Provost, Faculty Liaison, Directors of CCE, CCPD and CIP, and Experiential Education Committee).
Funding
Mellon Foundation grant on “Ensuring that the K-Plan enables and encourages all students to engage in experiential learning.”
Outcome
Assessment information from pilot programs.
Measures
• Increased faculty involvement in all three pilots (animated tracks, digital navigation, and study abroad models). Pilot projects implemented.
• Initial assessment evidence collected for projects implemented in 2020-2021.
• Link assessment results to Institutional Learning Outcomes (ILO) under “Enabling Graduates to Address Complex Problems.”
Progress from 2020-2021
• Faculty involvement with the pilots continues to be a challenge, especially with the pandemic. The pathways pilot is actively looking for faculty partners to participate in next year’s Cities Initiative and one faculty member is planning a course with a short-term travel component next year.
• Additional opportunities may be available for virtual collaborations among K faculty and faculty at other institutions around the world; those are being explored this summer.
• Digital navigation is on hold while we determine which pilots are likely to go forward long-term (as that will determine what structure is needed). The Your K Story guides that the CCPD has begun developing this year are a highly promising avenue for achieving some of these goals.
• Links between these activities and ILOs will be part of this year’s campus-wide focus on mapping ILOs with curricular and co-curricular activities.
Advance K-Plan
Action
Work with relevant center directors to establish Experiential Education Team as a subset of Academic Council.
Responsibility
Provost and Directors of CCE, CCPD, CIP, CES, and ACSJL.
Funding
Operating Budget.
Outcome
Enhance the coordination of all our experiential education programs.
Measures
• Clearly articulated charge is developed.
• Identification of specific areas for collaboration to begin no later than the end of 2020-2021 academic year.
Progress from 2020-2021
• Some collaboration among the members of this group has occurred within the context of the Mellon Experiential Education grant, however, with pandemic shifts in several areas, an additional meeting could not be prioritized due to time and resource constraints.
• Our current plan is to wait until we hire the new ACSJL Executive Director and then meet with the group to re-evaluate the need and charge for the group.
Prepare all students for “Life after K”
Report initial assessment of ILO “Communicate Effectively” to faculty and staff and conduct assessment of “Address Complex Problems”
Action
Report initial assessment of Institutional Learning Outcomes (ILO) “Communicate Effectively” to faculty and staff and conduct assessment of Address Complex Problems.”
Responsibility
Institutional Assessment Committee, Provost, and Vice President for Student Development.
Funding
Operating Budget.
Outcome
Areas central to student learning have ILO assessment information and “Address Complex Problems” assessment is completed.
Measures
• Use of data in faculty, Academic Administrative Council, and Student Development decision making.
Progress from 2020-2021
• A draft report for “Communicate Effectively” is in progress and will be shared with the campus community when available. “Address complex problems” will be part of the mapping of all ILOs to take place in the fall through the efforts of K’s participation in the Higher Learning Commission’s Assessment Academy.
Work with new CCPD director to develop a strategic vision for the unit
Action
Work with new CCPD director to develop strategic vision for the unit.
Responsibility
Provost and Director of CCPD.
Funding
Operating Budget.
Outcome
CCPD Strategic Plan.
Measures
• Plan developed by end of spring term and ready to implement in 2021-2022.
Progress from 2020-2021:
• Tricia Zelaya-Leon, our new CCPD Director, has developed a clear vision forward for the Center and has begun sharing this vision via presentations and quarterly reports. She will be making a plenary presentation to the Board during the 2021-2022 academic year.
Student leadership development
Action
Assess pandemic-related practices to inform innovation in traditional work.
Responsibility
Office of Student activities.
Funding
Operating Budget.
Outcome
Identification of effective, alternative programs and delivery and identification of programs/efforts that can be retired.
Measures
• New programs are developed and other programs are phased-out.
Progress from 2020-2021:
• Increased/better utilization of technology for student organization leaders using Microsoft Teams for hosting ongoing virtual live and recorded trainings, resource sharing, and easier/more effective communication.
• Eliminated redundant twice quarterly in-person organization leader trainings through pre-recorded trainings made accessible through Microsoft Streams.
• Development of passive programming options for student engagement not requiring the need for student staff presence.
• Increased partnerships with community businesses to offer more off-campus options for engagement and community building.
Community
Invest in human capital, especially faculty/staff compensation
Action
Make progress on faculty and staff compensation.
Responsibility
President’s Staff (Lead) and Human Resources.
Funding
Operational Budget.
Outcome
Faculty and staff compensation increased and/or reinstatement of retirement contributions.
Measures
• Percentage increase in salaries.
• Percentage reinstatement of retirement contributions.
• Comparative ranking of salaries.
Progress from 2020-2021:
• As a result of the pandemic’s budgetary challenges, salaries for faculty and staff were not changed for the 2020-2021 academic year. However, we will be increasing them by 2% for 2021–2022.
• We are reinstating the 5% College contribution to the retirement plans for 2021-2022. Our plan is to bring back the additional 5% match next year.
• Within the GLCA, with 11 institutions reporting, average salaries of associate and full professors ranked 6th (compared to 6th and 9th, respectively in 2019) and assistant professors ranked 9th (compared to 9th in 2019).
Foster inclusive and supportive campus for all
Conduct Campus Climate Survey to assess experiences of underrepresented students
Action
Conduct Campus Climate Survey to assess experiences of underrepresented students.
Responsibility
President’s Staff.
Funding
Operating Budget.
Outcome
Survey results are evaluated and plan is developed to improve equity and inclusion on campus.
Measures
• Plan is developed and it includes specific actions to address issues of equity and inclusion.
Progress from 2020-2021
• Survey was intentionally delayed until spring to maximize the number of students with on campus experience. HEDS survey was administered in spring. Follow up will occur in 2021–2022.
Assessment of religious diversity and inclusion
Action
Assessment of religious diversity and inclusion.
Responsibility
Office of Religious and Spiritual Life and Dean of Students.
Funding
Operating Budget.
Outcome
Ideals survey data results and shared readings.
Measures
• Number of readings and activities.
• Changes to policies or practices.
Progress from 2020-2021
• Hosted two Student Development capacity building sessions with shared reading and conversation.
• Hosted three interfaith councils for students to build religious literacy and communication across religious difference.
• Policy change regarding moving the academic calendar to accommodate major religious holidays referred to President’s Staff for action.
• Policy change regarding accommodation for religious practice referred to President’s Staff for action.
Enhance support for Kalamazoo Promise students
Action
Enhance support for Kalamazoo Promise students.
Responsibility
K Promise Liaison.
Funding
Kalamazoo Promise Grant.
Outcome
Enhanced retention and success of Kalamazoo Promise students.
Measures
• Promise students’ retention and graduation rates.
Progress from 2020-2021
• The K Promise liaison role is taking shape, with focus on building community among Promise students and serving as a resource. Wraegen Williams is also developing strategies for engaging with KPS students beyond KAMSC and for specific outreach for KAMSC students from Comstock and Parchment school districts.
Evaluate gender equity issues in athletics
Action
Evaluate gender equity issues in athletics.
Responsibility
Provost, Director of Gender Equity, and Athletic Director.
Funding
Operating Budget.
Outcome
Identify needs and gaps related to gender equity and athletics, with initial plan to address needs.
Measures
• Gender equity in athletics plan is developed.
Progress from 2020-2021
• The athletics gender equity plan is not complete, as additional data still need to be collected, but a set of concrete action steps have been identified, including the completion of audit of access to space and resources (e.g., trainers, weight room), completion of coaches’ salary review, identification of true budget needs, and development of plan for equity in allocation of assistant coaches.
Continue progress in all three areas of HHMI grant (CARE, INTRO, REWARD)
Action
Continue progress in all three areas of HHMI grant (CARE, INTRO, REWARD).
Responsibility
HHMI Co-Leadership Team (Lead), STEM faculty, and Provost.
Funding
HHMI grant.
Outcome
Decision on learning specialist role and advancement of CARE team objectives on HHMI grant.
Measures
• Learning specialist position description developed and position search concluded.
• Faculty-wide continuing discussion of changes to tenure and promotion language/expectations.
• Majority of STEM faculty have participated in workshops related to the CARE portion of the grant.
• Link assessment to Institutional Learning Outcomes under “Intercultural Competency.”
Progress from 2020-2021
• The learning specialist was hired in August 2021.
• More than 50 faculty participated in a yearlong Inclusive Pedagogy workshop series. Additional faculty participated in workshops, book discussions, and other activities focused on anti-racism, equity, and inclusion.
Campus
Upgrade instructional spaces
Action
Develop priority list for improving instructional spaces through furnishing and technology improvements; launch third phase of improvements.
Responsibility
Teaching and Learning Committee, Provost, Facilities Management, and Vice President for Business and Finance.
Funding
External financing.
Outcome
Five instructional spaces refurbished and improved.
Measures
• Spaces are ready for use at start of 2021-2022 academic year.
Progress from 2020-2021
• The third phase of improvements was delayed due to the pandemic. This work will be done during the 2021-2022 academic year.
Facilities to support co-curriculars
Action
Completion of new natatorium construction project.
Responsibility
Facilities Management and Vice President for Business and Finance.
Funding
External financing.
Outcome
The new natatorium construction will be complete and the project will be finished within budget.
Measures
• Natatorium certificate of occupancy received.
• New natatorium is ready for use during Fall 2021.
• Hornets win the MIAA Swimming and Diving Championship!
Progress from 2020-2021
• We expect to receive the certificate of occupancy by early September (delivery delay for stairwell banister is holding up certificate of occupancy).
• Natatorium will be available for use at the start of the Fall term.
• Expect Championships for years to come!
Plan for residence hall renovations
Action
Work on short-term residence hall improvement plan.
Responsibility
Student Development and Facilities Management.
Funding
Operating Budget.
Outcome
Completion of improvement plan and implementation of first stages of this plan.
Measures
• Completed and approved document; first-stage of residence hall renovations are completed.
Progress from 2020-2021
• As a result of the pandemic, the formal improvement plan was not completed this year. However, we took advantage of not having students in the residence halls for a few months to take care of some cosmetic deferred maintenance projects.
Endowment
All
Action
Move into Year III 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 Budget and Campaign Budget.
Outcome
• Fundraising momentum.
• Engaged, active Campaign Leadership Committee.
• Trustee ownership of the campaign.
• Stronger endowment.
Measures
• Gift conversations with all Trustees and feasibility study participants are completed.
• Raise at least $10 million toward endowment priorities.
• Reach $100 million toward $150 million goal.
Progress from 2020-2021
• Gift conversations have been completed with 27 current trustees; 3 are in active discussion and 2 have had outreach about a conversation.
• For FY 2020-2021, new gifts and commitments toward endowment priorities totaled $12.5 million.
• $105.7 million raised towards $150 million goal, including $47.7 million raised for endowment.