STRATEGIC PLAN FOR A GREATER
YORK COLLEGE
APRIL 29, 2015
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Strategic Plan Components
Mission
Vision
• Who we are and who we serve
• Who do we aspire to become
Strategic
Goals
• Overarching goals
Strategic
Objectives
• Key objectives to attain goals
Strategic
Initiatives
Metrics
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• Initiatives to meet objectives
• Measurement of success in meeting goals and
objectives
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Mission Statement
York College prepares its graduates for productive
and purposeful lives. As a diverse community of
educators and learners, we provide high-quality,
private education that emphasizes personal
development, close faculty/student mentoring
relationships, and real-world experiences. We
partner with our community for the benefit of both
our students and the broader region. We strive to
make this world-class, private education financially
accessible.
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Vision Statement
York College will be the premier destination for students
seeking an education that integrates career preparation with a
strong foundation in the liberal arts, and will be a catalyst for
positive change in higher education and in the broader
community.
York College will stand apart through:
 Our graduates, known for their readiness to compete in dynamic and competitive
global environments, and for the innovative spirit they bring to their life’s work;
 Our faculty, known for their expertise, engaging teaching techniques and their
commitment to student success;
 Our programs, known for their academic excellence and their relevance to a world
of careers; and
 Our campus and community environments, known for the distinctive curricular
and co-curricular experiences that support student development.
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Goals to Achieve the Vision
1.
York College will be known for the excellence of our programs, the quality of our
faculty, and the distinctiveness of our students’ experience.
2. York College will achieve a robust undergraduate and graduate enrollment and
provide services for student success.
3. York College graduates will be professionals who are prepared for the competitive
global arena and are engaged with their alma mater.
4. York College will be a catalyst for positive change both in our communities and in the
practices of higher education.
5. York College will foster mission-based philanthropy and effectively manage its
resources to ensure financial strength, promote sustainability, provide financial
support to our students, and incentivize innovation and creativity throughout the
institution.
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Goal 1: York College will be known for the excellence of our programs, the
quality of our faculty, and the distinctiveness of our students’ experience.
Strategic Objective
Possible Initiatives
A. Continuously assess and improve a. Assure collection and use of effective student learning
our academic programs
assessments for continuous improvement of all programs
b. Establish a cycle of internal self-studies and external reviews
for all academic programs, including both accredited and nonaccredited programs, to assure their ongoing relevance and
viability
c. Establish programming to encourage the use of innovative
teaching styles and technologies within the curriculum to
engage diverse learning styles
d. Continue and expand faculty development initiatives through
the Center for Teaching and Learning to respond to needs
identified in assessments of student learning and career
readiness
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Goal 1: York College will be known for the excellence of our programs, the
quality of our faculty, and the distinctiveness of our students’ experience.
Strategic Objective
Possible Initiatives
B Develop relevant new programs a. Develop new engineering major(s)
that build upon current
b. Assess current and consider future undergraduate and
strengths, expertise, and
graduate programs, considering area needs, new delivery
perceived needs and institute an
methods, and new disciplines, as well as necessary
organizational structure to
administrative structures
support this change and growth c. Consider development of School of Nursing and Health
Sciences
d. Extend educational opportunities to population not
currently served, including adult populations, through
degree, certificate, and non-credit programming
e. Analyze various organizational models, university status, or
other educational structures and create a plan to move
toward the most effective model
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Goal 1: York College will be known for the excellence of our programs, the
quality of our faculty, and the distinctiveness of our students’ experience.
Strategic Objective
C. Elevate level of excellence in
teaching, scholarship, and
college/community service
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Possible Initiatives
a. Develop sustainable funding streams for faculty innovation
and research, and assess outcomes of these expenditures
b. Develop a new faculty compensation/evaluation model that
rewards excellence and incentivizes innovation and creativity
c. Develop awards and fellowships for high-achieving faculty to
both recognize their work and create ways for them to share
their areas of special expertise
d. Create endowed professorships to attract and retain quality
faculty
e. Review policies for course releases, sabbaticals, and other
leaves to ensure resource-allocation and standards of
excellence are aligned and rewarded
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Goal 1: York College will be known for the excellence of our programs, the
quality of our faculty, and the distinctiveness of our students’ experience.
Strategic Objective
D. Achieve a distinctive student
experience marked by an
inclusive atmosphere and a
collegiate spirit within the
campus community
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Possible Initiatives
a.
Create more dedicated student spaces to support
student activities and development
b. Expand and enhance co-curricular and
extracurricular programs to foster the holistic and
leadership development of a diverse population of
students
c. Enhance non-academic support for students (e. g.,
disabilities, counseling and health services)
d. Enhance athletics and wellness/recreation for all
students
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Goal 2: York College will achieve a robust undergraduate and graduate
enrollment and provide services for student success.
Strategic Objective
A. Achieve a carefully managed
increase in undergraduate
enrollment toward a target of
5,000 students
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Possible Initiatives
a. Prepare annual (and 5 year) strategic enrollment
plan including program offerings, resource
requirements and a right-size analysis to assess
size vs. quality in a year-round academic
environment
b. Create innovative marketing strategies to attract
more of York’s ideal student
c. Expand demographic and geographic reach to
include a multi-culturally diverse student
population
d. Recruit international students
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Goal 2: York College will achieve a robust undergraduate and graduate
enrollment and provide services for student success.
Strategic Objective
B. Achieve 85% first to second
year retention rate and 61%
4-yr graduation rate
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Possible Initiatives
a. Deploy relationship-based enrollment strategies
designed to recruit students who are likely to
persist to graduation
b. Assess and improve first-to second-year retention
initiatives
c. Implement retention and progression strategies
from first year through graduation, removing
barriers to four-year graduation (i.e. year-round
academic opportunities, incentivizing success and
persistence)
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Goal 2: York College will achieve a robust undergraduate and graduate
enrollment and provide services for student success.
Strategic Objective
C. Implement a financial aid
model that maximizes
financial accessibility for
students and best meets
York College’s enrollment
goals
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Possible Initiatives
a. Conduct a pricing study to determine the most
favorable price point for the ideal York College student
b. Analyze cost/benefit of various financial aid
methodologies (i.e., need based, merit based, work
based, etc.) and discounting practices
c. Increase financial support for students including
endowed targeted scholarships linked to recruitment,
meeting annual discount rate plans
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Goal 2: York College will achieve a robust undergraduate and graduate
enrollment and provide services for student success.
Strategic Objective
D. Achieve a carefully managed
increase in graduate
enrollment toward a target of
500 students
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Possible Initiatives
a. Prepare annual (and 5 year) strategic graduate
enrollment plan including program offerings,
resource requirements (particularly new/blended
course delivery methods)
b. Reorganize the graduate admissions process
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Goal 3: York College graduates will be professionals who are prepared
for the competitive global arena and are engaged with their alma
mater.
Strategic Objective
Possible Initiatives
A. Recruit and retain a diverse
student body, faculty and
staff
a. Adopt creative, new approaches to promoting and
incentivizing diversity through hiring practices
b. Increase the number of international faculty &
student exchange programs
c. Creation of specialized student scholarships or
faculty funding to attract international scholars
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Goal 3: York College graduates will be professionals who are prepared
for the competitive global arena and are engaged with their alma
mater.
Strategic Objective
B. Provide structured
programming that will further
ready our graduates for
professional success
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Possible Initiatives
a.
Increase the number of students participating in
relevant, professional work experiences, beginning with
the alumni network/mentoring
b. Design a co-curricular transcript and/or resume model
to reflect the breadth and depth of professional
training/development
c. Develop additional contacts with employers in broader
geographic area
d. Provide adequate administrative infrastructure to
support the career development center
e. Enhance “professionalism” programming for all York
College students
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Goal 3: York College graduates will be professionals who are prepared
for the competitive global arena and are engaged with their alma
mater.
Possible Initiatives
Strategic Objective
C. Expand international learning
opportunities for students and
faculty through both on and off
campus endeavors
a.
b.
c.
d.
e.
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Support new and existing academic programs that seek to
incorporate travel/study abroad by developing new and
expanding existing relationships with both domestic and
international institutions
Provide an administrative infrastructure to coordinate and
consolidate resources and information for study abroad
programs
Assess student funding needs and develop solutions to
support student and faculty travel and study abroad
Involve students in programs that will cultivate student
learning and understanding of diversity, intercultural life, and
global issues
Infuse curriculum with current international topics
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Goal 3: York College graduates will be professionals who are prepared
for the competitive global arena and are engaged with their alma
mater.
Strategic Objective
D. Increase the percentage of
alumni giving toward a target
of 15% and alumni
engagement toward a target of
20%
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Possible Initiatives
a.
Develop a post-graduation alumni “experience map”
with innovative engagement strategies
b. Expand alumni mentor network to connect graduates
with career and internship opportunities
c. Utilize alumni to sponsor events and serve as York
College ambassadors regionally
d. Highlight alumni in local, regional and national
marketing
e. Adopt new giving/challenge campaigns that appeal to
young alumni
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Goal 4: York College will be a catalyst for positive change both in our
communities and in the practices of higher education.
Strategic Objective
A. Act as a “community stakeholder”
by offering intellectual and human
resources that advance community
economic planning and
development and promote
sustainable practices
Possible Initiatives
a.
b.
c.
d.
e.
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Provide senior-level leadership to direct the Center for
Community Engagement
Expand the scope of the Center for Community Engagement
to coordinate community-focused activities
Establish physical locations for York College, its programs,
and possibly program-specific student residences within York
City
Establish and offer community education programs (noncredit, for-credit, and/or certificate) to be offered in
downtown York and/or other satellite locations
Continue and expand York College’s presence on community
boards and initiatives
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Goal 4: York College will be a catalyst for positive change both in our
communities and in the practices of higher education.
Strategic Objective
B. Make York City an increasingly
frequent destination for
productive recreation and
cultural activities for York
College students, faculty, and
staff
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Possible Initiatives
a. Establish student-run downtown programming in a
variety of areas of study and career fields
b. Continue and expand community-based programs such as
the Appell Arts Fellowship, Impact Arts Conference, and
collaborations with the Parliament Arts Collective
c. Partner with downtown merchants, organizations, and
government agencies to establish student-friendly venues
and cultural/recreational events
d. Establish greater York College participation in area
cultural events
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Goal 4: York College will be a catalyst for positive change both in our
communities and in the practices of higher education.
Strategic Objective
C. Be a model for innovative
community-based learning
practices by offering a range of
relevant student engagement
opportunities
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Possible Initiatives
a.
b.
Assure that faculty in both General Education and in major
fields expand co-curricular experiences
Expand opportunities for our students to work with
community partners through the office of Student
Involvement
c.
Develop opportunities for York College students to work with
partners in local and state government and nonprofit
organizations
d.
Extend the reach of the JD Brown Center, both in terms of its
partners and its geographic locations
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Goal 4: York College will be a catalyst for positive change both in our
communities and in the practices of higher education.
Strategic Objective
D. Become a recognized leader in
pedagogical innovation and
an influential participant in
ongoing discussions about the
landscape of higher education
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Possible Initiatives
a.
Encourage, reward, and fund scholarship of teaching
and learning by participating in national and regional
presentations and publications
b. Promote faculty accomplishments and pedagogical
innovations to the wider external scholarly community
c. Expand the topics addressed in the Faculty Learning
Communities along with more focused pedagogical
research through the Center for Teaching and Learning
d. Develop centers of excellence that encourage research
and sponsor scholarly gatherings about key education
topics on our campus and in our community
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Goal 5: York College will foster mission-based philanthropy and effectively manage its
resources to ensure financial strength, promote sustainability, provide financial support to our
students, and incentivize innovation and creativity throughout the institution.
Strategic Objective
A. Fund operations and strategic
plan initiatives of the College
and YCDS by a prudent use of
strategic plant funds, operating
cash, and debt
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Possible Initiatives
a. Conduct feasibility study for comprehensive fundraising
campaign, determining magnitude of donor interest for all
aspects of strategic plan, and execute the campaign
b. Develop a funding plan to utilize plant funds, operating cash
and debt to meet strategic objectives while maintaining
prudent financial strength
c. Review pooled portfolio asset allocation considering any
recommendations and decisions related to use of strategic
plant fund; adjust asset allocation based on cash needs
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Goal 5: York College will foster mission-based philanthropy and effectively manage its
resources to ensure financial strength, promote sustainability, provide financial support to our
students, and incentivize innovation and creativity throughout the institution.
Strategic Objective
B. Appropriately allocate our human,
financial and facility resources,
improve systems and processes
which govern our work, and
reward high performance
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Possible Initiatives
a. Complete a campus master plan with consideration of facility
scheduling and utilization and sustainability practices
b. Create an evaluation and compensation system that supports a
culture that rewards high performance
c. Review and document all current academic and administrative
processes (including YCDS); Prioritize based on best practices,
enhancement of net revenue and minimizing risk
d. Complete a position and compensation audit, to be assured that
all programs/departments are appropriately staffed and have
appropriate expertise; prioritize and implement changes as
appropriate
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Goal 5: York College will foster mission-based philanthropy and effectively manage its
resources to ensure financial strength, promote sustainability, provide financial support to our
students, and incentivize innovation and creativity throughout the institution.
Strategic Objectives
C. Diversify revenue, always
measuring the investment
and return of these activities
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Possible Initiatives
a. Prepare action plan to secure mission driven
corporate, foundation, and government grants
b. Identify and consider mission driven real estate net
revenue opportunities with community and
corporate partners
c. Consider more aggressive net revenue generation
through conference services/facility rentals
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Goal 5: York College will foster mission-based philanthropy and effectively manage its
resources to ensure financial strength, promote sustainability, provide financial support to our
students, and incentivize innovation and creativity throughout the institution.
Strategic Objective
D. Manage risk and monitor
performance in a more
comprehensive fashion
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Possible Initiatives
a. Create a “dashboard” to track success in meeting
important institutional metrics
b. Develop an enterprise written risk management
and business resumption plan; incorporate key
initiatives identified into the strategic planning
process
c. Monitor implementation of strategic initiatives
and report on progress in achieving goals
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Schedule of Deliverables
May 15,
2015
Oct. 16,
2015
•Final: Mission and Vision Statements, Strategic Goals
•Identify Strategic Objectives, Initiatives, and Outcome Metrics
•
•
•
•
Complete Strategic Initiatives and Outcome Metrics
Campus Master Plan/Land Use Map
Incorporate Resource Needs Into Budget and Long-Range Financial Model
Developed Scorecard/Dashboard
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