Present: Anders, Buckley, Hetrick, Jenefsky, Kelso, King, Litton, Martoza, Pallavicini, Rennard, Rogers, Weick, Welch Call- in: LaBarre Absent: Kelso

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1 Strategic Planning Committee Meeting Minutes of December 11, 2014 Knoles Hall, Room 307 1:00pm 3:00pm Present: Anders, Buckley, Hetrick, Jenefsky, Kelso, King, Litton, Martoza, Pallavicini, Rennard, Rogers, Weick, Welch Call- in: LaBarre Absent: Kelso Call to order: 1:04 pm Approve Minutes The minutes of the November 19, 2014 regular meeting were approved as corrected. Chair Pallavicini shared that IPC has recommended approval of capacity funds for strategic investment in student success. It will go before the Board in January. It will provide support systems for at- risk students, as well as all of our students, to help them do curricular and career mapping using technology, and to help our faculty advisors. The proposals can be put up on Sakai. Strategy Subcommittees Discussion of Key Strategic Indicators The Subcommittees will present the Key Strategic Indicators most important to their strategy and discuss why those indicators are important and how they will be measured. Strategy 1 - Build the strength, relevance, and reputation of Pacific s academic programs 1.1 Expand and add new programs, especially health- related 2. Number of programs that meet capacity (as measured by enrollment). It is not determined how capacity is measured. There is ambiguity about what enrollment means does it mean new students, new majors? Enrollment means overall enrollment. What is capacity? Is it students in seats? There is a lot of capacity in some courses, majors and undergrad programs where we could build enrollment. In others there is not capacity unless we expand resources for those programs. How do we begin to look at where we should be investing resources new programs, existing programs?

2 1.2 Strengthen or align current programs to meet student and workforce demand 2. Use existing KPI: Yield. Use as a measure of student demand (will use admissions data). This is a good measure for many programs, especially ones that have specific career tracks. But it might disadvantage programs that don t have an obvious career trajectory, such as philosophy. 3. Survey alumni to assess how many are either in graduate/professional programs or have a job related to their education (may need to survey alumni 1 and/or 3 years out). Surveying alumni in 1 and/or 3 years is a bit short. Survey further out 5, 10 years, or at 1, 3, 7, 10, 20 years. Data of our graduates are reviewed at the federal level 9 months after graduation: what are graduates making? We are going to be measured and parents are going to look at it. We would like to push for a longer time frame for our own purposes. Seniors may not know on a 1- year- out alumni survey if their education prepared them for X, so skip CIRP senior survey results. 4. Survey alumni and ask how relevant was the curriculum to your job. This is a good measure, but would prefer to rephrase it: How relevant was your Pacific education to your job or career? This could be broadly done on an alumni survey and measured quantitatively with qualitative feedback. Need to determine how to collect this information. We need enough data points to have it be meaningful to be able to go into discipline levels. 1.3 Embrace new technologies, innovative learning models, and a vibrant culture of intellectual inquiry to serve the new generation of learners 1. Number of hybrid teaching models/online programs. (The program information should come from deans with a syllabus. A goal should be set up for either the number of programs or a percent increase year to year). 2. Intellectual inquiry: number of faculty presenting at conferences. 3. Intellectual inquiry: number of students presenting at conferences.

3 #1, 2 and 3 should be combined together as one indicator, and #6 with modifications and using NSSE, a good measure of the intellectual climate on campus. The most important issue was that the only indicator for 2/3 of the goal was #1, which only measured technology. There was not an indicator for innovative learning models overall. Measure the number of courses that combine teaching and online courses in an innovative way. It was agreed unanimously by the presenters that new technology is neither necessary nor sufficient for innovative learning. It would be better to measure the number of courses that integrate technology, new technology, or innovative teaching. Work with CTL and Registrar to develop and then assign technology attributes to courses and rooms. CTL would ensure our existing online courses are meeting the standards for being an online course. We want more hybrid courses that meet those standards. 1.4 Attract, retain and support talented teacher- scholars with a passion for humanistic, student- centered learning Rephrase as humanistic teacher- scholars. 1. Attract: the percent of faculty job searches where one of the top three candidates was hired. How well do we do at attracting and hiring the top candidates? 2. Retain: the percent of a new faculty cohort that stayed six years and received tenure. This is a different percentage than those that actually went up for tenure in a given year (this is always nearly 100%). Faculty that stays for six years and receive tenure is a good retention measure. This is always nearly 100%. Look for a question from the HERI survey that addresses support for research and teaching. Did faculty feel that research and teaching was supported in the university? The Deans and HR will provide the number of people who left for another profession and the reasons why people are leaving. Look at exit interview information (categories) to see if we are losing faculty for reasons other than retirement. Percentage of tenured faculty hires who stay ten years. Not a measure of quality.

4 SCIU is making a big push to unionize faculty. 1.5 Serve our communities and visibly engage each city through our educational, research and outreach activities #3 and 5 could be combined. 3. Use existing KPI: Community Service Hours (Stk.). A good choice and a good measure of community service; would not include summer enrollment. 4. CPCE enrollment in all three cities. CPCE is a revenue producer, but is also seen as doing service to a population in the community. CPCE has survived on summer school enrollment. CPCE is undergoing revision; need to be careful about how we define enrollment. Not- for- credit courses meet the community needs. Identifiers for Grants and contracts; Sponsored Projects may have data. 5. Community service in all three cities as measured by dental clinics, pharmacy rotations, law internships, physical therapy hours, co- op, and all other similar measures of service to the community A good measure of community service, such as the service provided to the community by the dental clinics in San Francisco. Standardize by measuring service hours. Convert the dental clinic service to hours and add up the total number of hours. Strategy 2 Pursue New Student Markets that Capitalize on the Strengths of Pacific s Academic Programs and Multiple 2.1 Leverage our campuses in the three cities to provide learning and career networking opportunities Metrics vary; all units don t want the same thing. Metrics for this strategy also vary in scope. Change three campuses to all campuses. Missing from the strategic plan of Pacific 2020 are university- level strategic objectives that everybody can follow. Academic plan will drive development of enrollment plan, has to be linked to Pacific 2020.

5 Need strategic objectives: inspiring reasons that are measurable that will hold us accountable. It is all about enhancing and building the reputation of Pacific around academics, students and faculty. Present academic plan to SPC in January. Can we aspire to attract a wider range of students? Reaching capacity is important. Number of students enrolled in current and new graduate and professional programs on all campuses. Proportion of enrollment capacity reached in current and new graduate and professional programs on all campuses. Number of students enrolled in current and new undergraduate programs. Proportion of enrollment capacity reached in current and new undergraduate programs. 2.2 Create new pathways to academic degrees, programs and lifelong learning Definition of traditional students: four- year undergraduate students who enter when approximately 18 years old and graduate at approximately 22 years old. Number of non- traditional students enrolled throughout all of Pacific s campuses? 2.3 Enhance Pacific s reputation 1. Use existing KPI: Yield. Use as a measure of student demand (will use admissions data). 11% of applicants are accepted. Yield the number of new freshmen who choose Pacific of those accepted at Pacific. 2.4 Attract academically driven students from a wide variety of backgrounds 5. Use existing KPI: Freshmen SAT. 6. Use existing KPI: Freshmen high school GPA. 7. Use existing KPI: Average DAT (percentile of National). 8. Use existing KPI: Median LSAT. GPA and Board scores of students enrolled at undergraduate and graduate levels. Add diversity sentence. We are consistently listed as an A+ school for B students.

6 Strategy 3 Prepare Students for Tomorrow s Careers and for Lifelong Success 3.1 Provide our students with exceptional job readiness across all academic disciplines 3. Seniors estimate gains related to ILOs (CIRP Senior Survey). Prepare students with career readiness. We don t know whether students are prepared for employment. Have students rate their satisfaction with our job placement services are students satisfied with the support they have received for their readiness? Not job readiness, but placement services for career, graduate school. Internships and faculty advisors are the most useful resources for getting a job. 3.2 Advance the diversity and inclusiveness of the Pacific community to enhance the learning environment This is a social agency construct from the CIRP First Year and Senior survey, which includes comparative data. The construct combines participating in a community action program, helping to promote racial understanding, being a community leader, influencing social values, keeping up to date with political affairs, and helping others who are in difficulty. Change #3 to percentage meeting IPC. 3.3 Prepare every student for personal and professional success in a global and multi- cultural world 1. Seniors preparedness for employment (CIRP Senior Survey). Civic Awareness construct from CIRP First Year and senior data understanding of social problems facing our nation, global issues and our community. 3.4 Embrace our students and alumni as lifelong Pacificans 2. Use existing KPI: Alumni Giving Rate (UW). The survey asks students about what their sense of belonging is in their institution. Creating an environment of belonging promotes students giving back to their institution and keeping a connection, and this is good for Pacific.

7 Strategy 4 Develop Organizational Capacities that Support Pacific s Vision 4.1 Generate new resources through targeted enrollment growth and through fundraising 1. Use existing KPI: commitments (new pledges 000s). 5. Net revenue/fte students in new programs. 7. Encourage innovation ratio of actual enhancements/innovation. Change to new and existing programs. 4.2 Develop human capabilities and skills to meet 21st century demands 1. Percentage of academic units with up- to- date faculty recruitment, retention, and performance plans with reports. 3. Number of skill development and continuing education programs that are offered and/or developed. For faculty and staff could be offered to employees, could be offered outside to others. 4. Number of faculty and staff who are credentialed (where applicable) and/or participating in continuing education. 4.3 Integrate our campuses administration to better serve our students 1. Assess and document integrated programs that are successful. We are inefficient compared to our peers. Measure of indirect costs. Modify to assess administrative programs that are successful. Track the number of services that are integrated. 4.4 Steward resources wisely and efficiently to achieve our goals 1. New resource allocation model in place (yes/no). 2. Use existing KPI: Composite Financial Index (CFI). 4. Add a new KSI that focuses on aspirations and encourages accountability and earned value creation.

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