MARY BALDWIN MARY BALDWIN COLLEGE STRATEGIC PLAN AND VISION

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1 MARY BALDWIN MARY BALDWIN COLLEGE STRATEGIC PLAN AND VISION

2 TABLE OF CONTENTS 2 The strategic planning process 3 Vision 8 Goals of the strategic plan 10 Goal 1: Create a Sustainable Synergy Among Academic Programs 14 Goal 2: Infrastructure Goal 3: Financial Components of Sustainability Goal 4: Fundraising August 2014

3 THE STRATEGIC PLANNING PROCESS IN JANUARY 2013, THE MARY BALDWIN COLLEGE Board of Trustees initiated a process of study and dialogue that would serve as the basis for a new strategic plan, charging the community with the imperative of adapting the distinctive strengths of MBC to emerging external trends to ensure the thriving future of the institution. The core of the Board s guiding principles is that organizational architecture, staffing, and resource allocation must evolve to ensure a sustainable synergy among programs that respects the college s historical legacy; attracts new markets of students and strengthens the institution s stature; and provides resources to invest back into the institution (compensation, infrastructure, and program enhancement). Twelve months of dedicated study of external and internal data by more than 150 members of the community creatively generated hundreds of pages of reports and meeting notes. Drafts of the strategic plan emerged from this body of work in early Faculty and staff participated in 11 public forums and conversations; in addition, comments were shared via an online survey. Surveys were also distributed to current students and alumni. On April 18 the Board of Trustees approved the plan in concept, and the community voted conceptual approval of the plan in May and June by a vote of 121 (yes) to 4 (no). Mary Baldwin 2020 was formally endorsed by the Board of Trustees on July 17, MARYBALDWIN2020 2

4 THE VISION In 2020, Mary Baldwin will MURPHY DEMING COLLEGE OF HEALTH SCIENCES be recognized as a distinctive small university, committed to academic excellence and COLLEGE OF EDUCATION united through a constellation of communities, that empowers a broad range of learners to exceed SHAKESPEARE AND PERFORMANCE expectations and pursue lives of purpose. 3 August 2014

5 NON-RESIDENTIAL UNDERGRADUATE AND POST-BACCALAUREATE (EVOLVING THE ADULT DEGREE PROGRAM) RESIDENTIAL COLLEGE FOR WOMEN MARYBALDWIN2020 4

6 RESIDENTIAL COLLEGE FOR WOMEN

7 To achieve this vision, Mary Baldwin in 2020 will be composed of at least five primary program components functioning as a small university of 2,200 to 2,500 students: the Residential College for Women; a non-residential undergraduate and post-baccalaureate program; the Murphy Deming College of Health Sciences; a College of Education; and the Shakespeare and Performance Program. The programs, the units of student admission and identity, complement one another and offer synergistic connections to our students. A corollary structure of academic organization for the delivery of academic majors and programs consists of the Schools of Excellence; a College of Education; and the Murphy Deming College of Health Sciences. As annual goals evolve through an iterative planning process, further organizational change may emerge. As a small university, Mary Baldwin will be true to its historic mission rooted in the liberal arts on three levels: 1 Disciplinary and interdisciplinary depth and breadth 2 Empowering learning outcomes 3 Ethical citizenship and leadership We align with the affirmed values of a 21st century liberal education across all programs as defined by the American Association of Colleges and University. 1 CORE VALUES The strategic planning process reaffirmed the shared core values that unite our constellation of communities: Teaching and learning that is academically rigorous is grounded in the liberal arts is personalized transforms lives fosters productive and ethical citizenship fosters leadership development A holistic approach to developing mind, body, and character A commitment to serving all MBC students in all programs A commitment to lifelong learning A commitment to inclusive excellence The empowerment of students to exceed expectations The empowerment of women at all stages of life Honor, integrity, and civility as a basis for student governance and college leadership 1 The American Association of Colleges and Universities defines Liberal Education as follows: Liberal Education is an approach to learning that empowers individuals and prepares them to deal with complexity, diversity, and change. It provides students with broad knowledge of the wider world as well as in-depth study in a specific area of interest. A liberal education helps students develop a sense of social responsibility, as well as strong and transferable intellectual and practical skills such as communication, analytical and problem-solving skills, and a demonstrated ability to apply knowledge and skills in real-world settings. What is a 21st Century Liberal Education, /5 MARYBALDWIN2020 6

8 NON-RESIDENTIAL UNDERGRADUATE

9 THE GOALS Mary Baldwin 2020 sets forth four key goals. Annual goals and strategies will be formulated and assessed within these four goals. 1. CREATE A SUSTAINABLE SYNERGY AMONG ACADEMIC PROGRAMS Components: Each component of the institution must be distinctive in its approach to academic excellence and the co-curricular support of engaged student learning. Annual goals will be established and assessed for each of the five components: Residential College for Women Non-residential Undergraduate and Post-Baccalaureate (evolving the Adult Degree Program) Murphy Deming College of Health Sciences Shakespeare and Performance College of Education Synergies: The components are also mutually advantageous, fostering supportive synergies that form a comprehensive and compelling constellation of communities. Annual goals will establish and assess cross-component initiatives. 2. CREATE THE INFRASTRUCTURE TO SUPPORT OUR INSTITUTION OF 2020 Engender an all-institution mindset Support students, faculty, staff, administration, alumni, and boards Address infrastructure and facilities 3. ACHIEVE THE COMPONENTS OF FINANCIAL SUSTAINABILITY Operational effectiveness Financial reserves Infrastructure and capital funding Community investment 4. ENHANCE EXTERNAL FUNDING Campaign and strategic planning project fundraising Annual Fund Grants and new sources of support MARYBALDWIN2020 8

10 MURPHY DEMING COLLEGE OF HEALTH SCIENCES

11 GOAL 1: CREATE A SUSTAINABLE SYNERGY AMONG ACADEMIC PROGRAMS. THE RESIDENTIAL COLLEGE FOR WOMEN Enroll a minimum of women, including 175 VWIL; 75 PEG; 50 Global Honors Scholars; and 50 international students. Twenty percent of students will participate in intercollegiate athletics. Recruitment efforts will reach new markets and clearly make visible the strengths of the academic program and the value-added dimensions of leadership and citizenship. A diverse student body will enter with baseline scores at the SAT average for women nationally. Allocation of financial aid will support women of promise by investing in academic success over the course of their undergraduate studies. Retain and graduate students at a rate higher than the national average for the student profile. Support students through: A restructured curriculum grounded in the liberal arts appropriate to a RCW of students in accordance with the principles set forth by R2 2 A College to Career Center, complementing the Spencer Center Undergraduate research Revitalized residential living opportunities Integrated baccalaureate/master s programs (potentially including new graduate programs) Synergy with Murphy Deming Further partnerships with other institutions NON-RESIDENTIAL UNDERGRADUATE AND POST-BACCALAUREATE: Evolving the Adult Degree Program Evolve ADP while preserving its distinctive strengths of flexibility and personal support. Rebrand, rename, and develop new marketing strategies for the evolved ADP, making personalized paths to completion and outcomes clear and compelling. Maintain baseline of approximately 575 students and increase by 200 through reaching new markets and creating additional online options in current and prospective majors and emphases. Maintain the successful elements of our personalized approach: Advisors and mentors for each student Regional centers throughout Virginia so that students can learn local Individual evaluation of life experience and credit through the Prior Learning Portfolio Commitment to promoting student-to-student learning in all delivery formats: in-person, hybrid/blended, and online 2 The R2 Committee set forth the following principles for the restructuring and repositioning of the RCW curriculum as approved by the faculty (R2 Motion 1) on December 6, 2013: Maintain the employment of all current tenured and tenure-track faculty members. Strengthen interdisciplinary connections across disciplines that would improve the liberal arts learning of our students. Make more effective use of what would ultimately become a smaller set of course offerings by adding interdisciplinary requirements and electives to majors (when appropriate coursework is available). Create one or more new additional interdisciplinary majors that provide students the opportunity to integrate knowledge in ways that foster real-world problem solving. MARYBALDWIN

12 COLLEGE OF EDUCATION

13 To achieve these goals, we will: Enhance distance offerings through high-quality online coursework and make visible fully online completion programs in majors of proven strength and market potential. Commit resources for faculty training and course development support. Invest marketing resources in targeted regional campaigns. Maintain focus in Virginia with regional centers, and consider market-research driven outreach into a select number of national areas. Clarify the roles of faculty and advisors, and continue to increase the blended teaching loads between RCW and ADP. Increase partnerships with community colleges and other organizations to address area workforce needs. Streamline general education electives and overall course offerings. COLLEGE OF EDUCATION Create a College of Education that enrolls approximately 400 graduate students and post-baccalaureate teacher licensure students (PBTL); and that serves undergraduate students as admitted to the following programs: teacher education (RCW/ADP/PBTL/BA-MAT) and related or advanced educational fields (BA-MEd/MEd/Certificate Programs). Make visible and market our distinctive approaches to education to increase enrollment. Initiate offering of the new Liberal Arts and Educational Studies major option for RCW and ADP students pursuing elementary education, and continue to offer the Education Minor for those seeking licensure in other disciplines as well as interested students not seeking licensure. Develop further regional partnerships with K 12. Pursue the development of a doctoral program, the EdD. Consolidate leadership, programs, staffing, and operating budgets. Create a new central physical location on campus. MURPHY DEMING COLLEGE OF HEALTH SCIENCES Open the new college and enroll approximately students by Achieve full accreditation of the three initial programs (PT, OT, PA). Realize the business plan. Respond to community needs and work with partners to launch further programs including the RN-to-BSN and a fourth graduate program that can be accommodated either online or in the inaugural building on the new campus. SHAKESPEARE AND PERFORMANCE Enroll students. Pursue a feasibility study to develop MBC s first PhD program in Shakespeare and Performance. Optimize synergies with the undergraduate program. Build upon the success of the program, our partnership with the American Shakespeare Center, and alumni connections to enhance overall MBC recruitment and engage potential donors. MARYBALDWIN

14 SHAKESPEARE AND PERFORMANCE

15 GOAL 2: INFRASTRUCTURE 2020 ENGENDER AN ALL-INSTITUTION MINDSET Continue strategic adaptations to organizational structure. Rebrand the entire institution within a small university structure. Evolve faculty and staff positions to serve all programs, depending on institutional needs and individual strengths. Engage alumni of all programs. Integrate recruitment and admissions for all programs. Cultivate an all-institution culture of accountability, rooted in iterative, nimble, data-driven decision-making. SUPPORT FACULTY, STAFF, ADMINISTRATION, AND BOARD Enhance professional development opportunities for faculty and staff. Ensure succession planning within the Board and Executive Staff. Develop managerial expertise across the institution. ADDRESS INFRASTRUCTURE AND FACILITIES Update the campus master plan and prioritize deferred maintenance. Implement a new IT enterprise system for the institution. Support online instruction fully, including technology and faculty development. MARYBALDWIN

16 MARY BALDWIN 2020 SUSTAINABLE SCALE = 2,200-2,500 STUDENTS FALL 2013 BASELINE 1716 MARY BALDWIN 2020 TARGET 2,500 KEY RESIDENTIAL COLLEGE FOR WOMEN NON-RESIDENTIAL UNDERGRADUATE AND POST-BACCALAUREATE (EVOLVING THE ADP) COLLEGE OF EDUCATION SHAKESPEARE AND PERFORMANCE MURPHY DEMING COLLEGE OF HEALTH SCIENCES ENROLLMENT TARGETS BY PROGRAM COMPARED TO FALL 2013 BASELINE RESIDENTIAL COLLEGE FOR WOMEN NON-RESIDENTIAL UNDERGRADUATE (EVOLVING THE ADULT DEGREE PROGRAM) SUSTAIN CURRENT ENROLLMENT +200 COLLEGE OF EDUCATION (GRADUATE AND PBTL) 400 SHAKESPEARE AND PERFORMANCE 55 MURPHY DEMING COLLEGE OF HEALTH SCIENCES INAUGURAL PROGRAMS RN-TO-BSN NEW OFFERINGS

17 GOAL 3: FINANCIAL COMPONENTS OF SUSTAINABILITY 2020 Mary Baldwin 2020 will be guided by four components of financial sustainability. While some will not be fully realized in the time horizon covered by this plan, substantial progress must be achieved and progress tracked on key measures for each of the following: OPERATIONAL EFFECTIVENESS Sustainable scale: 2,200 2,500 fall IPEDS* enrollment (to be revisited periodically as the environment dictates) (see facing page) Once scale is reached, net tuition grows at inflation. Balance resource allocation employing NACUBO categories as the frame of reference (instruction, student services, academic support, institutional support, public service, operation of plant, etc.). Achieve bottom line cash margin of >= 2% of net tuition. FINANCIAL RESERVES Grow expendable cash >= one year of operating expenses. Endowment market value > corpus by at least 25%. Endowment grows through a combination of gifts and quasi-endowments created through the bottom line cash margin from operations, and non-annual fund unrestricted gifts. PHYSICAL ENVIRONMENT Achieve capital ratio >= 1:1. Refresh Campus Master Plan and implement new ERP system. Deferred maintenance reduced to a reasonable level based on an ongoing deferred maintenance plan. COMMUNITY INVESTMENT Achieve compensation goals. The Board will guide an overall compensation improvement plan that incorporates: An updated peer reference group based on institutional scale (IPEDS enrollment and financial resources) as well as comparability of program offerings and scope Adoption of short and long-term total compensation goals (salary, retirement and benefits) Adoption of a systematic method to prioritize and implement compensation adjustments including unified performance appraisal method for staff Create a mentoring, training, and development fund. * Enrollment figures as reported annually through the U.S. Department of Education's Integrated Postsecondary Education Data System. MARYBALDWIN

18

19 GOAL 4: FUNDRAISING 2020 Complete the Ever Ahead Campaign within first two years of the plan's implementation. GOAL $80 MILLION Build a sustainable annual fund with increased participation.* Identify and prioritize the resources needed to achieve the strategic plan and pursue aggressively through grants and project-based fundraising. ACADEMIC PROGRAMS INFRASTRUCTURE COMMUNITY * To be sustainable, the Baldwin Fund should generate financial support each year that is predictable and composed of gifts that are likely to be renewed in future years. MARYBALDWIN

20 Office of the President Staunton, Virginia

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