JFKU2015 3-YEAR STRATEGIC PLAN
1 John F. Kennedy University Board of Trustees Mr. Herbert Meistrich, Chair President & CEO, TaylorMade Performance Labs Ms. Jacqueline Townsend Konstanturos, Vice Chair CEO, Restorative Remedies Mr. Thomas Topuzes, Secretary President and CEO, Thomas Topuzes & Associates, LLC Ms. Stacy Allison Professional Speaker, Author Mr. Felipe Becerra Director of Operations/Client Development, Creditor lustus et Remedium, LLP Mr. John Bucher President, John Bucher Real Estate Company Richard W. Chisholm Managing Director, Education & Nonprofit Group Wells Fargo Securities Ms. Jeanne Connelly President, Connelly Consulting Mr. Gerald Czarnecki Senior Managing Director & Executive Producer, Ventureland Productions, LLC Ms. Ruthann Heinrich President, Nuance Wines Ms. Cheryl Kendrick Community, National Volunteer Mr. W. H. Knight, Jr. (Joe) Visiting Professor of Law, Seattle University Professor and Dean Emeritus, University of Washington School of Law Dr. Donald Kripke Clinical Associate Professor of Psychiatry, School of Medicine, University of California San Diego Dr. Jerry C. Lee (Ex Officio) Chancellor, National University System, President Emeritus, National University Ms. Jean Leonard Educational Consultant, JM Leonard & Associates Mr. Michael R. McGill, P.E. President, McGill, Martin, Self, Inc. Dr. E. Lee Rice Chief Executive Officer and Medical Director, Lifewellness Institute Mr. Carlos Rodriguez Public Affairs and Communications Consultant, Rodriguez & Company Alexander R. Shikhman, M.D., Ph.D Institute for Specialized Medicine Mr. Jay Stone Vice President, Van Scoyoc Associates, Inc.
2 INTRODUCTION Founded in 1964, John F. Kennedy University has provided accessible and innovative educational programs to the community and to the world for almost 50 years. Deeply inspired by President Kennedy s ideals and vision of lifelong learning, JFK University s founders created an institution that provided new academic opportunities in higher education for the working adult populace. While our mission has evolved, our major premise remains. We are proud that, for nearly half a century, JFK University has achieved our goal of providing access to high quality, innovative educational opportunities that integrate theory and life experience to a diverse student body. As we embark upon our 50 th year, we are challenged with rapid change, both within our University and in the broader educational landscape. In the months ahead, JFK University will have new top-level administrators and must determine what steps are needed to compete and prosper in higher education. To this end, and taking into consideration existing strategic and academic plans, our community of students, staff, alumni, faculty, and external partners has developed this strategic document, designated as JFKU 2015. From now through 2015, and beyond, JFK University will continue to serve our mission by providing relevant educational programs that engage our student body in lifelong learning. We will expand our educational reach by developing significant online academic opportunities that meet the needs of a diverse and global student population. Additionally, JFK University seeks to enhance the student experience with quality student services, to more effectively partner with other National University System (NUS) affiliates, and to significantly enhance our financial stability.
3 JFKU s VISION To be the learning environment of choice for those seeking a transformative and life-enhancing educational experience. JFKU s MISSION To provide access to high-quality, innovative educational opportunities that integrate theory and life experience. We inspire personal, professional and academic growth and advance the well-being of our diverse local and global communities. This mission is built upon our core values. JFKU S CORE VALUES Accessibility We are a vibrant and humane learning community that embraces all forms of diversity. Our locations, schedules, curricula and technology afford students maximum flexibility. Our culture is welcoming, respectful and ethical. Quality and Innovation Our courses of study are delivered by outstanding scholar-practitioners in a creative and challenging environment. We promote holistic, interdisciplinary, experiential learning that balances breadth and depth. We are responsive to the changing needs of our students and society. Transformative Growth We are dedicated to students who want to continue their formal education, chart new professional directions and/or derive greater meaning from their lives. Our rigorous academics and whole-person orientation stimulate intellectual inquiry and inspire students to realize their potential and achieve their dreams. Diversity We are committed to a culture that respects and values all forms of diversity and sparks creativity, collaboration and leadership. Global World View We respect individual and cultural differences while forging bonds of common understanding essential to our global interdependence. Our programs encourage active and sustained contributions to our society and environment.
4 Strategic Planning Process Appointed as Interim President in January 2013, Dr. Charles Mac Powell immediately worked with the University leadership to evaluate the progress made in achieving the objectives of our 2010 Strategic Plan. During this process, it was determined that the University s existing strategic initiatives could be more fully aligned with the institution s vision and mission, and Dr. Powell called for an immediate update of the strategic plan. To ensure that the University aggressively advances its mission, Dr. Powell tasked the Faculty Senate President to work with the University community to review and revise our current strategic plan. This revised version, designated JFKU 2015, integrates feedback and viewpoints from university stakeholders including students, staff, faculty, alumni, administration, and external constituents. This revised strategic plan also addresses emerging trends in higher education and their impact on the University and its community. The Faculty Senate President formed a Steering Committee to lead the planning process. The committee, comprised of representation from students, faculty, staff, alumni, administration, and the National University System (NUS), identified eight strategic directions for the University. Academic Excellence and Integrity Financial Stability Growth in Enrollment Growth in Online Opportunities Diversity Quality of Student Experience Enhanced System Relations Marketing and Image Four of the eight directions, including Financial Stability, Growth in Enrollment, Growth in Online Opportunities, and Enhanced System Relations, are consistent with the original plan. The strategic directions of Academic Excellence and Integrity, Diversity, and Quality of Student Experience were expanded. One new direction, Marketing and Image, emerged. For each strategic direction, the Faculty Senate President appointed team leads to perform research and gather feedback from the University community. This feedback, along with the research on educational trends impacting each direction, is integral to this new strategic plan. Figures 1 and 2 illustrate the involvement of the community and the timeline to complete JFKU 2015.
5 Figure 1. Community involvement in the JFKU 2015 strategic planning process. Figure 2. Timeline for completion of the JFKU 2015 strategic planning process.
6 Planning Assumptions Based on Higher Education Environment Focusing on its mission to provide access to high-quality, innovative educational opportunities that integrate theory and life experience, JFK University has considered trends in higher education and their impacts that may influence the University s ability and aspiration to serve its community. Below is an overview of relevant external and internal strategic factors. Economic Trends Americans continue to believe that degree attainment beyond high school is important, with 72% of respondents in a 2012 survey reporting it as very important to have a certificate or degree beyond high school. To most Americans, a postsecondary education is necessary for financial security. Most important is a degree or certificate that leads to employment. Therefore, institutions should be focused on education, not only for degree attainment, but also for outcomes that lead to mastery of skills that lead to employment. As the U.S. adult population is gradually beginning to rise after 20 years of stagnation, adult participation in higher education has been very prominent. Despite minimal growth in the 25-44 year-old population in recent years, adult enrollment in both undergraduate and graduate programs has grown by over 50%. Increasingly, these adult learners insist upon a clear connection between academic content and practical application to career advancement. Non-degree programs and certificates have become increasingly attractive to students. Customized training programs tied to particular businesses and organizations appeal to those who seek a knowledge base for employment without the tuition costs associated with pursuit of an advanced degree. Non-degree programs have been emphasized by the Obama administration as a priority issue. Competitive Trends Competition in higher education has been continuously increasing. For-profit, public, and nonprofit institutions are working creatively to attract more domestic and international students. These institutions seek ways to differentiate themselves, identify niches, and provide valueadded educational experiences to their students. Many institutions take pride in serving historically under-represented student populations. Diversity is neither an abstract concept nor an elusive goal; rather, it is a dynamic reality that is facilitated and intensified by demographic shifts and the forces of globalization. Higher education experts have long realized the importance of not only embracing diversity, but recognizing it as an essential asset for any educational institution. Diversity enriches the
7 educational process and is a crucial element in ensuring that students and alumni are equipped and effective in engaging our increasingly global multicultural world. Many smaller institutions attempt to differentiate themselves through personalized services in order to add value to students' learning experiences and to position themselves more competitively. Student support services are critical for student retention and, ultimately, for student success. High-quality student services also help generate future referrals critical to recruiting new students. Brand and image have become key success factors for higher education institutions. A university s brand and image contribute to attracting more students to the university, as well as drawing more qualified faculty and staff. By defining what people most often associate with an institution, strong and consistent brand and image can help an institution be more marketable domestically and internationally. Technology Trends and Online Education The number of schools offering fully online degree programs has nearly doubled in ten years, with 62.4% of colleges and universities offering fully online programs in 2012. Non-profit universities are now surpassing for-profit universities in both quality and diversity of programs. Student profiles at non-profit and for-profit institutions were nearly identical in terms of ages, incomes and attendance patterns. A 2010 survey conducted for the US Department of Education concluded that students in hybrid courses and programs tend to perform modestly better than students in brick and mortar programs. Academic leaders increasingly rate learning outcomes in online education as the same or superior to those in face-to-face settings (77.0% in 2012, up from 57.2% in 2002). About 40% of online students are younger than the age of 30; in fact, approximately one of every five online students is younger than 25. It is expected that this segment will grow steadily as increased numbers of secondary school and traditional-age college students gain experience with online courses. For-profit institutions no longer dominate online education, with approximately two-thirds of online students attending non-profit institutions. The percentage is likely to increase as more non-profit institutions begin offering online programs. Although the large majority of online students enroll in degree programs, certificates attract 20% of the market. Online certificate programs will continue to grow steadily with the need for students to obtain knowledge in a quick and cost effective manner.
8 Currently the trending technologies that affect higher education include Massive Open Online Courses (MOOCs) and tablet computing. Sophisticated learning analytics will be a strong influence over the next two to three years as well. Although these and other upcoming technologies will no doubt impact higher education, many institutions are still working on improving existing technologies related to online education. Educators are beginning to recognize that it is not enough to simply use technology to attempt to replicate the classroom in digital form, rather research shows that one-on-one tutoring is superior to classroom learning and universities should be seek to use technology to reproduce the high touch, one-on-one learning experience as much as possible. High touch learning is already an important quality of a JFK University education and this feature will also characterize our online learning and help us create a niche for JFK University. As we evolve in this modern era of technology, we will continue to be a high-touch institution of excellence that cares about student learning and student welfare. Internal Factors Fiscal stability is a critical success factor for all organizations by ensuring that the organization can promote its mission and stay viable in challenging economic times. The University can achieve fiscal stability through two key operational goals: robust revenue generation and aggressive cost containment. Like many small private universities, JFK University is heavily dependent on tuition revenue. In fiscal year 2012, ninety five percent (95%) of the University s revenue was derived from tuition and student fees. While this trend is likely to continue, the University must ensure that it provides advantageous educational opportunities to its current and prospective students, and that it can identify and act on emerging needs in the timely development of new programs and services. In addition, the University must seek ways to diversify its revenue sources. The University should aim at increasing unrestricted endowment funds to support operations and invest in new programs. Goals to increase the University s endowment should be supported by all university constituencies. Other sources of income such as grants and sponsored partnerships can also help enhance the University s fiscal stability. Costs at a university depend on a number of factors, and depending on their duration, can either be fixed or variable. The University faces a significant increase in annual fixed costs as of April 1, 2014 when monthly mortgage payments increase from $24,657 to $71,131 per month. Annual payments will change from $295,880 to $853,572 effective July 1, 2014.
9 Cost containment must be considered with a complete understanding of the difference between direct costs and full costs, and all of our academic programs should be financially viable based on an analysis of full costs. The general structure of compensation arrangements at the University should be examined to determine possible cost savings It is vitally important to recognize that cost containment is dependent on accurate and timely cost data. Financial and other management reports should be developed in conjunction with the University s move to full costing. Institutional leadership, as well all faculty and staff, should be involved in recognizing cost saving opportunities. Ideas for cost savings should be solicited from all constituencies. The eight Strategic Directions of JFKU 2015 are grounded in the foregoing information about the economic, social, technological, and internal realities, and are further based on the considered feedback of various constituencies both within and outside of the University. All eight Strategic Directions are critical to the ongoing success and well-being of JFK University, both as an organization and as a community.
10 Strategic Direction One: Academic Excellence and Integrity The aspiration to academic excellence and integrity provides the foundation for all that we do, and for all other strategic initiatives described in this plan. The specific initiatives outlined below will ensure that this aspiration continues to be realized at JFK University. Of particular note, our upcoming scheduled review by the Accrediting Commission for Schools, Western Association of Schools and Colleges (WASC) will be a focus in 2015. Ongoing assessment efforts ensure that we learn from experience and can be strengthened by using assessment outcomes to determine budget priorities. Improvements to JFKU s infrastructure will contribute to the overall experience of faculty, staff, and students. Finally, faculty welfare is recognized as important to maintaining the highest academic standards. Specific Initiatives to Support Academic Time Excellence and Integrity Program Review and Annual Assessment Link program review and annual assessment results to budget. 2014 * Utilize Task Stream or similar software program for assessment efforts. Demonstrate bachelors degree student proficiency in critical thinking, written communication, and information literacy core competencies. Compare assessment results between different learning modalities and program locations. Establish protocols and standards for conducting research on human subjects and institutional review of such research. Core Faculty VPBA/CFO 2015 OEE Information Technology 2015 Dean of CUGS Core Faculty 2015 Core Faculty 2013 Institutional Research JFKU Faculty serving on NU Institutional Review Board Infrastructure Create a plan to update computers for staff and faculty. 2014 Information Technology VPBA/CFO * Whenever more than one individual or department is listed as responsible for a specific initiative, the lead party is highlighted and listed first. A list of abbreviations as used in this plan appears at the end of this document.
11 Specific Initiatives to Support Academic Time Excellence and Integrity Update classroom technology. 2014 Information Technology VPBA/CFO Building Services Provide enhanced technical support services for faculty and staff. 2014 Information Technology VPBA/CFO Faculty Quality and Development Create a plan to increase faculty salaries tied to revenue. 2013 Faculty Senate Develop semi-annual professional development trainings for faculty. 2014 Faculty Senate Update Adjunct Faculty Handbook. 2013 Faculty Senate Create a plan for new-hire orientation that includes training on diversity issues and student accommodations, as well as online teaching competencies. Provide training for adjunct and core research instructors teaching human subjects research in the research protocols and standards. Quality of Learning Environment Develop a plan for all programs to use social media to enhance learning, communication, and networking among students, faculty, staff, and alumni, and other JFKU constituencies. Execute the above-described plan for all programs to use social media. 2014 Human Resources 2013 Institutional Research JFKU Faculty serving on NUS Institutional Review Board 2014 VPBA/CFO Marketing Advancement Student Affairs 2014 Advancement Programs
12 Strategic Direction Two: Financial Stability Fiscal stability will be restored at JFK University through aggressive measures to grow revenue and contain costs. Specific Initiatives to Support Financial Stability Time Endowment Growth Increase permanent and quasi endowment to $5 million. 2014 Advancement Vice Presidents President s Leadership Council Increase permanent and quasi endowment to $7.5 million. 2015 Advancement Vice Presidents Place 5% of operating revenues per year into a quasiendowment fund. Annual Fund/Scholarship Program Increase scholarship funding across all programs from $130,000 to $250,000. Increase scholarship funding across all programs from $250,000 to $400,000. Create a segmented Annual Fund/Scholarship Program involving JFKU program chairs, faculty, and deans to increase giving by strengthening and expanding relationships with JFKU alumni while utilizing development communications, while utilizing Development Communications and annual fund training/guidance to those involved in this effort. 2014 Advancement Vice Presidents 2014 Advancement Vice Presidents President s Leadership Council 2015 Advancement Vice Presidents President s Leadership Council 2014 Advancement Faculty
13 Specific Initiatives to Support Financial Stability Development Plan Create a development plan that integrates oversight of fundraising activities across all constituencies. Emphasize a Focus on Fifty initiative that includes reasonable goals for endowment, grants, annual fund, and corporate sponsorships. Advancement Training and Facilitation Hold annual trainings for all deans, program chairs, outreach program directors, and executive leadership on advancement and fundraising. Develop monthly philanthropy meetings for those involved with Advancement for the purpose of fundraising reporting, training, Time 2014 Advancement President Counseling Center Director 2014 Advancement President Counseling Center Director 2014 Advancement Human Resources President 2014 Advancement President cultivation management, and success updates. Grant and Sponsored Project Revenue Increase grant revenue to $500,000. 2015 Advancement Vice Presidents President Hold grant writing and sponsored project workshops for program chairs, core faculty, and staff. Initiate regular Grant/Project Update meetings to ensure continued progress as part of the University-wide Philanthropy Committee. 2014 Advancement 2014 Advancement Cost Containment Reduce operating expenses (based on FY2012-13) by 2.5%. 2014 President Vice Presidents Reduce operating expenses (based on FY2012-13) by an additional 2.5%, for a total of 5.0% reduction from 2013 to 2015. Employ a system of full costing to identify major cost and profit centers. 2015 President Vice Presidents 2015 VPBA/CFO Vice Presidents Develop financial reports to support full cost analysis. 2015 VPBA/CFO Vice Presidents
14 Strategic Direction Three: Growth in Enrollment To remain competitive in the coming years, JFK University must continue to identify and develop new academic programs to serve evolving needs for education. The University should optimize its core competencies and utilize innovation to develop new degree programs and academic certificates that help prepare students for their desired careers. JFK University should focus on degree programs and certificates that lead to gainful employment to fulfill student and employer needs in the next decade. Students are increasingly interested in obtaining certificates to enhance their careers, change their careers without the necessity of a full degree program, and also to utilize certificates as an add-on to traditional degrees that allow them to differentiate their skill set in the job market. Non-degree certificates can result in significant sources of revenue for Universities; certificates are easier to create out of existing program modifications, and some students may come for the certificate opportunities, but transition into our numerous degree programs. Research shows that programs and certificates focused in business management and health are the most appealing, followed by computer science and engineering. Specific Initiatives to Support Growth in Enrollment New Degree and Certificate Programs Develop two new degree programs per year in 2014 and 2015 (four new programs by 2015) aligned with trends in higher education and institutional capacity. Areas for potential programs include: health, business, computer science, and history. Develop one new certificate program per year in 2014 and 2015 (two new certificates by 2015) aligned with trends in higher education and institutional capacity. Areas for potential Time 2015 Core Faculty 2015 Core Faculty certificates include: health, business, and computer science. Generate Tuition Revenue by Increasing Enrollment by 12% By 2014 increase in enrollment by 2% (based on FY2012-13). 2014 Admissions By 2015 increase in enrollment by 5% (based on FY2013-14). 2015 Admissions
15 Specific Initiatives to Support Growth in Enrollment Time By 2016 increase in enrollment by 5% (based on FY2014-15). 2016 Admissions Strategic Enrollment Planning Create an enrollment management plan that is tightly integrated with other institutional planning efforts, aligned with JFKU s mission, and broadly understood by the campus community, to include effective organizational configuration and adequate qualified staffing to support the plan; and a holistic and integrated approach to marketing, recruitment, and retention. 2014 Admissions Develop Intersession opportunities to generate revenue. 2014 Admissions
16 Strategic Direction Four: Growth in Online Opportunities Online education is becoming increasingly more important and prevalent in higher education, and is a possible large growth area for the University. The University currently has two programs running fully online and several programs have hybrid components. From research on the current extent of online education in the U.S., feedback from the JFK University communities and identified strategic planning priorities, this is an area that the University should aggressively pursue to support the growth of the institution. This growth should go hand-in-hand with maintenance of high academic standards of excellence in both online and onsite course offerings as well as accessibility for student demand, while keeping a solid identity and brand as a high-touch institute of excellence in higher education that cares about student learning and welfare that is evolving in a modern era of technology. Specific Initiatives to Support Growth in Online Education New Online Programs and Certificates Develop two new academic fully online programs per year in 2014 and 2015 (four new programs by 2015). Develop one fully online new certificate program within an academic department in both 2014 and 2015 (two new programs by 2015). Each academic program will integrate the use of online technology (fully online, hybrid, or ecompanion) in at least two courses in the program. Develop five new online certificate programs through Continuing Education that support the changing needs of professionals in the field of psychology, business, health, and wellness. Time 2014-2015 2014-2015 2014 2015 Faculty Training Develop effective best practices in online teaching methods. 2014 Professional Development Committee of Faculty Senate Design and offer best practices seminars for faculty to support multiple modalities with high touch, personalized, and blended learning. 2014 Professional Development Committee of Faculty Senate
17 Specific Initiatives to Support Growth in Online Education Create a program for peer faculty mentoring in online education and ecollege. Student Readiness Provide a self-paced online course for student readiness for online education. Support Services Coordinate Helpdesk Services between existing NUS services and JFKU vendor resources. Time 2014 2014 Libraries 2015 Information Technology Human Resources Libraries Expand digital/electronic resources, ebooks, and publications. 2015 Libraries Technological Infrastructure (all campuses) Expand mobile & collaborative technologies that are versatile with all operating systems. 2015 Information Technology Provide reliable information technology (computer hardware, software, internet, and bandwidth). 2015 Information Technology Generate reliable data/reports from the student information system (SIS). 2015 Institutional Research Information Technology
18 Strategic Direction Five: Diversity Numerous scholars have stressed that multi-cultural competency which comes from critical constructive engagement with diversity is crucial for the success of a global leader. At JFK University, diversity is at the forefront of the community s concerns. At a recent feedback session hosted by the student government of the University, the composition of faculty by gender and race was identified as their number one concern among several pressing issues. Specific Initiatives to Support Diversity Student Diversity Promote the Alice Walker Scholarship in the community and within the campus. Establish relationships with key organizations for continuous applicant stream. Publicize scholarship through email, a dedicated page on the JFKU website, and the creation of an informational flyer. Time 2013 Diversity Officer Advancement Student Affairs Financial Aid Increase the Alice Walker Scholarship endowment by 25%. 2015 Advancement Diversity Officer Student Affairs Develop at least one new scholarship for multi-lingual students who are first generation college students. Establish a pipeline program for enrolling diverse applicants in partnership other institutions and organizations. Faculty & Staff Diversity Circulate and promote employment opportunities to networks and areas with diverse applicant pools. Academics Create a module on culture and diversity as part of the new student orientation. Programs & Training Create and institute cultural adjustment training for all international students. 2015 Advancement Diversity Officer Student Affairs 2014 Admissions Student Affairs Diversity Council 2013 Human Resources Diversity Council 2015 Diversity Council 2014 Office of International Students Host at least one diversity conference. 2014 Diversity Council Faculty Establish diversity mentorship program between alumni and students. 2015 Student Affairs Advancement Increase Diversity Officer hours to 20 hours/week. 2014 President Assess feasibility of establishing a Center for Diversity and 2014 Diversity Council
19 Multicultural Resources. Specific Initiatives to Support Diversity Time
20 Strategic Direction Six: Quality of Student Experience JFK University s student population has become increasingly larger and more diverse. The idea of a single experience or set of expectations about the JFK University experience is not realistic. More and more students learn in flexible ways that involve networked technologies, while some still prefer to be in classes that can be flexibly scheduled to accommodate their busy lives. Their expectations are as diverse as their experiences. A central goal is to ensure that all students, whether learning in traditional settings on the Pleasant Hill, Berkeley, or San Jose campuses, or online, or any combination, have equal access to responsive and supportive student services. Specific Initiatives to Support Quality of Student Experience Enhanced Amenities Evaluate the feasibility of a Resource Center at the San Jose campus to provide meeting spaces and a student gathering place. Time 2014 Building Services Establish a Café at the Pleasant Hill campus. 2014 Building Services Provide Integrated Services to All Students Establish and maintain an online calendar of student service events on the San Jose and Berkeley campuses, including regularly scheduled town hall meetings. Expand applicable departments to branch campuses so that all students will have equal access to student services. 2014 Student Affairs 2014 Student Affairs Educate Students about Available Services Develop an online orientation for all student services. 2014 Student Affairs 2014 Student Affairs Establish a consolidated website page describing the services offered to students. Improve Career Services Staff career center with appropriate career specialist personnel. 2014 Student Affairs Establish a consolidated website page for career services. 2014 Student Affairs Establish an alumni database and talent pool for mentoring and networking. 2014 Student Affairs Advancement Enhance Veterans Success Center Expand space to accommodate all required and desired services. 2013 Veterans Success Center Building Services Expand services of Veterans Success Center to online students. 2014 Veterans Success Center
21 Specific Initiatives to Support Quality of Student Experience Time Hire appropriate staff to support the growing veteran 2015 Veterans Success Center population and related needs. Train staff and faculty to support the growing veteran 2014 Veterans Success Center population and related needs. Increase grant proposals to support veteran population. 2015 Veterans Success Center Advancement Enhance Academic Support Expand the scope of offerings by Academic Support Center to support a wider spectrum of training throughout JFKU, taking into account different skill levels and needs. 2014 Student Affairs Student Activities and Events Increase number of student events offered by providing monetary and staff resources for recreational and social events and activities. 2014 Advancement Student Affairs Improved Level of Student Satisfaction Conduct annual student satisfaction survey. 2013 Institutional Research Student Affairs Increase student satisfaction as measured by survey between 2013 and 2015. 2015 Student Affairs
22 Strategic Direction Seven: Enhanced System Relationships As we develop our 2015 Strategic Plan, JFK University is exploring ways for our academic community to create productive partnerships and enhance relationships within the larger National University System (NUS). One of the threads woven through almost every conversation and survey was the clear opportunity for enhanced awareness of NUS resources for all university constituencies. Every group expressed an interest in learning more about the other NUS affiliates, including connecting with their counterparts at other affiliates to share best practices and to take advantage of opportunities to interact and collaborate within the system. Specifically, the University s constituencies are interested in further education about what resources exist at other affiliates, about how they can collaborate with these affiliates, and about current collaborative relationships and cross-affiliate partnerships already in existence. Specific Initiatives to Support Enhanced System Relationships Time Structure Opportunities for Cross-Learning and Cross-Training Among NUS Affiliates Establish and disseminate clear protocols for collaboration among affiliates of NUS, such as Advancement, Faculty and Staff Senates, technological resources, alumni, faculty, and vendors. Structure mutual cross-learning and cross-training for counterpart administrative departments across affiliates. 2014 President 2014 Human Resources Increase Communications and Collaborative Structure for System-Wide Sharing of Events and Ideas. Create a virtual mechanism for cross-affiliate sharing of information, ideas and resources, including a faculty space for sharing teaching and learning ideas and resources. 2014 Human Resources Create system-wide committee to collaborate on affiliate activity 2014 President to facilitate system collaboration. Improve Pathways for Affiliate Students to Link to JFKU s Academic Programs Establish linking pathways from NU s bachelor s degree programs to JFKU s master s degree programs. 2014 Admissions Marketing CGPS Council of Chairs Create pathways for JFKU students to take NU courses. 2014 Admissions Share Resources Across the NU System Expand access to library resources for all students and faculty 2014 Libraries within the entire system. Leverage NU research to support JFKU s curriculum and new 2015 program development. Create a partnership between JFKU Veterans Success Center and NU's Center For Veterans Excellence. 2014 Veterans Success Center
23 Specific Initiatives to Support Enhanced System Relationships Distribute to all affiliates job openings throughout the System and facilitate Inter-System transfers. Share system-wide career assistance for all affiliate students and graduates in the areas of job postings, resume writing, interview skills, and internet career searches. Jointly advertise all educational programs at the San Jose campus offered by NUS affiliates. Align enterprise systems to permit sharing of resources (e.g., SharePoint). Time 2014 Human Resources 2014 Student Affairs 2014 Marketing 2015 President VPBA/CFO
24 Strategic Direction Eight: Marketing and Image Branding has become increasingly important in higher education as institutions attempt to define, disseminate, and advance the image of institutions in the minds of potential students, alumni, and communities. Universities today compete for students globally. This trend has driven the need for them to focus on developing and communicating their brand. To remain competitive, JFK University must focus on and commit to its brand. The University s stakeholders, including faculty, students, alumni, and staff should take part in contributing to the identity of the brand and continue to help communicate it to a community at large. Specific Initiatives to Support Marketing and Image Creating a Unified Vision Create and implement overall marketing /image (Unified Vision) marketing plan for 2013-2015. Time 2013-2015 Marketing Marketing & PR Consultant(s) Advancement Bundle similar programs for branding purposes. 2014 Marketing Marketing & PR Consultant(s) Advancement Develop clear graphic standards for all marketing-related materials. 2014 Marketing Marketing & PR Consultant(s) Marketing Personnel Needs Assess marketing personnel needs. 2013 President Marketing Retain marketing and public relations consultant(s) to assist with developing and implementing Unified Vision described above, including branding, online marketing, and social media. Implementation of the Unified Vision Create new marketing materials and website that reflect the new image and marketing strategies to attract the targeted market. Develop a plan for to introduce new image to internal and external communities. Announce new programs and certificates developed to date at same event. Formulate marketing and public relations strategies to leverage university s 50 th anniversary. 2013 President Marketing 2014 Marketing Marketing & PR Consultant(s) 2014 Advancement Marketing Marketing & PR Consultant(s) 2014 Marketing Advancement
25 Specific Initiatives to Support Marketing and Image Support Diversity Refresh images in all promotional materials, including on the JFKU website, to mirror the diversity of the student body and faculty. Time 2014 Marketing Admissions Support Online Program and Certificate Growth Identify target audiences for online education marketing. 2014 Marketing Marketing & PR Consultant(s) Integrate marketing of online education at JFKU via appropriate means (e.g., online and social media) into the comprehensive marketing plan identified above. 2014 Marketing Marketing & PR Consultant(s)
26 List of Abbreviations Used in this Report: CGPS CUGS JFKU NU NUS OEE VPBA/CFO College of Graduate and Professional Studies College of Undergraduate Studies The of CGPS, CUGS, and the College of Law John F. Kennedy University National University National University System Office of Educational Effectiveness Vice President, Academic Affairs Vice President, Business and Administration/Chief Financial Officer