ADVANCING KALAMAZOO COLLEGE: A STRATEGIC VISION FOR 2023

2021-2022 Implementation Plan
August 2022 Report

While the College continues to do work on many fronts, below are the key 2021-2022 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 the 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

  • Assessment evidence collected and conclusions drawn from it for Pathways and for all 2021-2022 initiatives.

Progress from 2021-2022

  • Pathways assessment is in process and will be completed in August 2022. 
  • The assessment of the fall term, faculty-led Costa Rica travel found that a smaller percentage of students from underrepresented demographic groups for study abroad participated than in the early Dominican Republic pilot; this will be further assessed during fall term. 
  • The Denmark trip is currently in the planning stages to determine which course models (e.g., single or multiple section; travel as required or travel as option) is most successful in reaching out to less well-served populations. 

Prepare all students for “Life after K” 

Action
Complete mapping and needs/gap analysis of out-of-classroom student experiences related to Institutional Learning Outcomes (ILOs).

Responsibility
Institutional Assessment Committee, Provost, Vice President for Student Development.

Funding
Operating Budget

Outcome
Mapping is completed to identify where students encounter opportunities to achieve ILOs and identify gaps and existing needs for student opportunities to achieve ILOs.  

Measures

  • Mapping document is completed .

Progress from 2021-2022

  • Assessment Academy Team completed mapping of ILOs via survey and analysis has found an array of opportunities for students to achieve ILOs. Rubric development is in process to facilitate additional assessment.

Community

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.

Outcome
Faculty and staff compensation increased and/or reinstatement of retirement contributions.

Measures

  • Percentage increase in salaries.
  • Percentage reinstatement of matching retirement contributions. 
  • Comparative ranking of salaries.

Progress from 2021-2022

  • Salaries will be increased by 3% for the 2022-2023 academic year. 
  • All College matching contributions will be reinstated at the start of the 2022-2023 academic year. 
  • The Provost Office led an effort that brought together the faculty and administrators to develop a salary plan to improve our overall compensation. The plan was endorsed by the faculty and it will be gradually implemented over the next five years. The salary adjustments will benefit all College employees. 
  • Within the GLCA, with 13 institutions reporting, average salaries of full professors ranked 7th (compared to 6th and 9th in 2020 and 2019), associate professors ranked 6th (compared to 6th and 6th in 2020 and 2019) and assistant professors ranked 9th (compared to 8th and 9th in 2020 and 2019). As part of the salary plan, a new set of peer institutions will be used for the salary comparisons going forward. 

Foster inclusive and supportive campus for all

Evaluation of Campus Climate Survey and development of College Diversity, Equity, and Inclusion Plan

Action
Evaluation of Campus Climate Survey and development of College Diversity, Equity, and Inclusion Plan.

Responsibility
President’s Staff.

Funding
Operating budget.

Outcome
Survey results are evaluated, and a plan is developed and shared to improve diversity, equity and inclusion on campus.

Measures

  • Plan is developed and it includes specific actions to address issues of equity and inclusion.

Progress from 2021-2022

  • We reviewed the survey results and we shared them with the campus community last April. In order to get a more in-depth understanding of our campus climate, focus groups of students, faculty, and staff were held at the end of the academic year. We will be assessing the results of those conversations during the fall term.  
  • Shared updates to the DEI bridge plan and indicated next steps to developing campus-wide DEI strategic plan in the 2022-2023 year.
Enhance inclusion and equity in CCPD and CIP programming

Action
Enhance inclusion and equity in CCPD and CIP programming.

Responsibility
Director of CCPD and Executive Director of CIP.

Funding
Operating budget.

Outcome
Enhanced participation by underrepresented students.

Measures

  • Unit-level strategic plans are completed.

Progress from 2021-2022

  • Unit-level strategic plans for CIP and CCPD are ready to move forward.
Evaluate gender equity issues in athletics

Action
Evaluate gender equity issues in athletics. 

Responsibility
Provost, Director of Gender Equity, Athletic Director.

Funding
Operating Budget.

Outcome
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 a plan for equity in the allocation of assistant coaches .

Measures

  • Audit, evaluations, and plan are completed.

Progress from 2021-2022

  • Gender equity audit of space and resources is complete, head coach salaries reviewed and adjustments made for 2022-2023, and athletics budgets incrementally increased for 2022-2023 to better reflect actual costs; plan for assistant coaches is in progress. 
Enhance equity efforts in Academic Affairs

Action
Enhance equity efforts in Academic Affairs.

Responsibility
Provost, Faculty Personnel Committee, HHMI Core Leadership Team.

Funding
Operating budget, HHMI grant.

Outcome
Continued growth of faculty participation in learning and implementation of inclusive pedagogy. And revise promotion and tenure guidelines to broaden expectations of professional engagement and recognize diversity, equity, and inclusion work of faculty  

Measures

  • Number of faculty involved in inclusive pedagogy learning opportunities.  
  • Progress on revision of promotion and tenure guidelines.

Progress from 2021-2022

  • Ongoing work with inclusive pedagogy continues with science division conversations and course design. HHMI REWARD group has engaged with departments, FPC, and FEC to discuss basic needs for revised promotion and tenure guidelines. Plan is in place to develop specific recommended language this summer and in early fall with the expectation of full faculty consideration and vote in winter term 2023. 

Campus

Upgrade instructional spaces 

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

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

Funding
External financing.

Outcome
Five instructional spaces refurbished and improved.

Measures

  • Spaces are ready for use at the start of 2022-2023 academic year.

Progress from 2021-2022

  • Four classroom spaces will receive new furniture and technology upgrades with three classrooms also receiving new finishes (paint, flooring, blinds, etc.) and one receiving mechanical, electrical, and plumbing modifications. This work will be completed by the start of the fall term.

Facilities to support co-curriculars and upgrade instructional spaces

Action
Design and Engineering for Electrical Infrastructure Upgrade.

Responsibility
Facilities Management; Vice President for Business and Finance.

Funding
Quasi-endowment and operating budget.

Outcome
Electrical infrastructure plan, including funding.

Measures

  • Electrical infrastructure plan ready for bidding by June 2022.

Progress from 2021-2022

  • The feasibility/schematic design is complete. The estimated $9 million project will consist of two new distribution loops, replacement of switches/transformers where needed, new service from Consumers Energy, new main switches and breakers, a new service entrance and a tie-in to the College’s building management system. A topographic survey will be conducted along with the development of the design in preparation for bidding the project in Nov/Dec 2022. The College approved in October 2021 the withdrawal of $7 million from the endowment to fund this project. The College will monitor final project estimates to determine the need for additional funding.

Plan for residence hall renovations 

Action
Launch Residence Hall Renovation Planning Process.

Responsibility
Student Development, Facilities Management.

Funding
Operating Budget.

Outcome
Residence Hall Renovation Planning Process in place and campus Master Plan Amendment is completed.

Measures

  • Planning process in place.
  • Campus Master Plan Amendment is approved by City.

Progress from 2021-2022

  • Residence halls initiative was successfully launched via a plenary presentation for the BOT in October. Since then, the project has gained support and momentum. We have not entered the planning phase yet, so the goal, as written, was not met. However, we are making significant progress on this project and the support it has garnered thus far is notable. 
  • The Campus Master Plan is currently with the City Community Planning and Economic Development awaiting a hearing and presentation to the Planning Commission on September 1 and to the City Commission later in September 2022. The plan was created after months of effort on the part of the Master Planning Committee, input from the campus and neighborhood communities and collaboration with the City. The plan was approved by the Building and Grounds committee at the June meeting. 

Endowment

All

Action

Move into Year IV of the Brighter Light Campaign 

  • Launch public phase of the Brighter Light Campaign 
  • Secure campaign commitments from all trustees—current, emeriti 
  • Initiate new gift conversations with potential donors 
  • Emphasize endowment 

Responsibility
Advancement (Lead); President; Campaign Leadership Committee.

Funding
Operating Budget; Campaign Budget.

Outcomes
Campaign visibility and momentum; Engaged, active Campaign Leadership Committee; Trustee ownership of the campaign; and a stronger endowment.

Measures

  • Campaign commitments from all trustees-current, emeriti.  
  • Raise at least $10 million toward endowment priorities.
  • Raise at least $15 to 20 million in new gifts and commitments.

Progress from 2021-2022

  • At launch, all current trustees had signed campaign commitments. 
  • Raised an additional $17.7 million in commitments to the endowment. 
  • Raised $25.7 million towards the campaign during the fiscal year. 
  • Campaign progress as of June 30, 2022, was $131.4 million, or 88% of the goal.