Continuing Excellence 2004-2008
- Executive Summary
- Mission & Vision
- Academic Improvement
- Program Qualitative Distinctiveness
- Enrollment Management
- Technology
- Campus Culture
- Community Relations
Executive Summary
Continuing Excellence 2004-2008 is a strategic plan designed to advance the principal mission of the University—to provide opportunities for individuals and to prepare graduates for leadership in a pluralistic society. The plan also looks toward fulfillment of the University’s vision—national recognition for University programs and a record of distinction for its graduates.
The strategic plan is divided into five sections, each with a goal statement and set of success indicators. The first section, Academic Improvement, establishes a goal of continuous enhancement of academic programs to be achieved in part through a Center for Teaching Excellence, the imbedding of diversity issues within the curriculum, increased support for international teaching and learning opportunities, and a thorough assessment of existing graduate programs.In addition, the initiative to maintain a rigorous review process for academic and professional programs will be furthered by completion and approval of the HLC/NCA monitoring report on assessment and diversity as well as by program specific accreditation for seven SVSU programs.
The second part of the plan describes Qualitative Distinctiveness Programs and the goal of developing nationally recognized areas of excellence within the University. To that end, the plan calls for establishing a competitive-based Qualitative Distinctiveness Strategic Fund at $150,000 per year as well as a Student Research and Creativity Institute, to be funded at $100,000 per year.
The third section, Enrollment Management, maintains the goal of serving the region as an institution of choice and opportunity for students who seek and obtain a college degree. This will be achieved by increasing total University enrollment by 2% each year from 2004 to 2008, establishing specific enrollment goals for each graduate program, increasing the recruitment and retention of high-achieving students to 42% of the FTIC class by fall 2008, exceeding average ACT scores for FTIC’s at comparable institutions, and increasing the enrollment of minority students to reflect minority high school graduation rates in the four-county area by fall 2008. Enrollment Management also sets an international enrollment target of 4% of total enrollment by fall 2008.
In the area of Technology, the fourth section of the plan, the University will develop and enhance its technological resources for improved teaching, learning, and institutional efficiency, and will provide regional leadership on technology issues. Applying for technology grants, upgrading hardware and software, and collaborating with K-12 schools and with the medical community on technology issues are some of the actions to be taken during the life of the plan.
Campus Culture, the next section of the plan, establishes the goal of providing improved opportunities for personal and intellectual growth for students, faculty, and staff. Key actions include developing and sustaining campus-wide wellness and diversity programs, completing Ryder Center renovations, implementing the landscape master plan, and renovating and expanding Pioneer Hall, Auxiliary Food Services, and Wickes Stadium. In addition, the number and range of student-planned campus activities, as well as student attendance at such activities, will be increased.
Lastly, the section on Community Relations outlines strategic initiatives for the accomplishment of a significant University goal—to serve as the premier cultural and intellectual center and resource for schools, businesses, and governments in the greater community and to forge stronger connections with that community. Action items under Community Relations include implementing an integrated marketing and communications plan, increasing membership in the Institute for Learning in Retirement, and expanding the number of initiatives between the Center for Business and Economic Development and the community. Conducting a major fund-raising campaign to increase endowments to $50 million, increasing alumni membership to 3,000 by fall 2008, and increasing the Alumni Fund Campaign by 10% annually are other important actions which allow for Continuing Excellence in the next few years.
Mission
The University creates opportunities for individuals to achieve intellectual and personal development through academic, professional, and cultural programs. By fostering an environment of inquiry and openness that respects the diversity of all whom it serves, the University prepares graduates whose leadership and expertise contribute to the advancement of a pluralistic society. The University serves as a cultural and intellectual center dedicated to the pursuit and propagation of knowledge.
Vision
The University will provide academic, professional, and cultural programs at the highest level of quality and service; it will achieve national recognition for its programs of distinction. The University’s graduates shall distinguish themselves and their University through meritorious service, accomplishments, and leadership in the economic, cultural, and civic affairs of a diverse and global society. Through exemplary teaching, research, and engagement with the greater community, the University will also be the premier cultural and intellectual resource for the region’s schools, governments, businesses, and people.
Academic Improvement
Goal: The University will continuously develop and improve academic programs which are effectively delivered and periodically assessed, thereby motivating and enabling students to participate professionally and intellectually in an increasingly diverse, global, and technological society.
Indicators of Success:
- Establishment of Center for Teaching and Learning Excellence
- Successful re-affirmation of specialized accreditation
- Submission and approval of HLC/NCA monitoring report
- Completion of program assessment criteria for General Education
- Completion of program assessment criteria for academic majors and graduate programs
- Adequate support for full-time and adjunct faculty development
AREAS FOR DEVELOPMENT | INITIATIVES | ACTIONS | PROGRESS |
| 1. Effective Teaching | A. Promote greater coherence and consistency in courses with multiple sections, in sequential courses, and in program-based courses. | A1. Create faculty-generated objectives, standards, and assessments for courses and programs. (Academic Affairs) | |
| B. Establish a Center for Teaching Excellence. | B1. Coordinate current initiatives such as the Summer Institute and the various College and Departmental Teacher-Training and Pedagogical Work Sessions. (Academic Affairs) | ||
| B2. Provide for adjunct orientation, coordination, training, assistance, and assessment. (Academic Affairs) | |||
| C. Enhance the quality of academic programs. | C1. Expand workforce of full-time faculty in proportion to enrollment. (President, Academic Affairs, Administration & Business Affairs) | ||
| C2. Review compensation rates for adjunct faculty members in selected fields to meet market conditions. (President, Academic Affairs, Administration & Business Affairs) | |||
| C3. Provide additional funds, incentives, and support for adjunct faculty professional development activities. (President, Academic Affairs, Administration & Business Affairs) | |||
| C4. Create a university-wide plagiarism policy. (Academic Affairs, Student Services & Enrollment Management) | |||
| D. Expand opportunities for collaborative faculty/student research and collaborative interdisciplinary research. | D1. Promote selected collaborative faculty/student research projects, especially interdisciplinary research projects. (Academic Affairs, Public Affairs, Student Research & Creativity Institute) | ||
| E. Encourage and promote outstanding and innovative teaching. | E1. Increase recognition of and reward for:
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| F. Promote diversity. | F1. Increase recruitment and retention of faculty from diverse populations and backgrounds. (Academic Affairs, Office of Diversity Programs) | ||
| F2. Embed diversity issues throughout the curriculum, as appropriate. (Academic Affairs, Office of Diversity Programs) | |||
| F3. Provide additional international teaching and learning opportunities for faculty. (Academic Affairs, International Programs) | |||
| 2. Faculty Development | A. Promote and support continuous professional development of faculty. | A1. Provide additional opportunities for faculty professional travel and conference activity, sabbaticals, unit grants, and Foundation funding. (Academic Affairs, Administration & Business Affairs, Foundation) | |
| 3. Program Development | A. Maintain rigorous review processes of academic and professional programs. | A1. Complete the HLC/NCA accreditation process through HLC/NCA approval of the monitoring report on academic program assessment, program assessment for general education, and curricular diversity to be submitted by SVSU by December 2006. (Academic Affairs, Colleges, Office of Diversity Programs) | |
| A2. Develop linkages to area businesses and community organizations through External College Advisory Committees. (Academic Affairs, Colleges) | |||
A3. Achieve and/or maintain program-specific accreditation for:
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| B. Assess learning outcomes for General Education. | B1. State and assess General Education learning outcomes. (Academic Affairs) | ||
| B2. Assess diversity in General Education. (Academic Affairs) | |||
| C. Assess undergraduate and graduate programs. | C1. Assess learning outcomes for all programs. (Academic Affairs) | ||
| C2. Increase undergraduate student success in writing, mathematical, and technological skills. (Academic Affairs) | |||
| C3. Develop new undergraduate and graduate programs to meet regional and State needs. (Academic Affairs) | |||
| C4. Determine the sustainability of all graduate programs. (Academic Affairs, Colleges) | |||
| C5. Increase by 15% annually the total number of students who study abroad through individual placements and faculty-led groups. (Academic Affairs, International Programs) | |||
| D. Evaluate Library materials and collections. | D1. Implement Library materials and collections evaluation. (Academic Affairs, Library) | ||
| D2. Increase Library holdings as needed; evaluate and improve the accessibility of materials in Zahnow Library and in other libraries via technology. (Academic Affairs, Library, Administration & Business Affairs, Information Technology) |
Program Qualitative Distinctiveness
Goal: The University will develop nationally recognized programs and areas of excellence that promote quality throughout the University and enhance the value of an SVSU degree.
Indicators of Success:
- Increased growth and improved quality of fundable applications
- Qualitative assessment of student learning experiences
- External recognition of student accomplishments
- Qualitative assessment of programs
- External recognition of program quality
AREAS FOR DEVELOPMENT | INITIATIVES | ACTIONS | PROGRESS |
| 1. Student creative, scholarly, or service projects of distinction | A. Increase faculty-guided student research, creative, or service projects. | A1. Establish and develop Student Research and Creativity Institute. (President) | |
| A2. Fund A1 at $100,000 per year. (President) | |||
| A3. Evaluate and select merit-based proposals for support. (Institute, President) | |||
| A4. Promote and publicize student achievements through A1. (Institute, Public Affairs) | |||
| B. Expand opportunities for innovative service-learning and community involvement activities. | B1. Initiate collaborative University/faculty/student projects. (President) | ||
| 2. Programs and initiatives which improve the University educational experience and which create distinctive qualities | A. Stimulate initiatives within academic and extracurricular programs. | A1. Establish competitive-based Qualitative Distinctiveness Strategic Fund at $150,000 per year. (President) | |
| A2. Evaluate and select proposals for support through normal University channels. (President) |
Enrollment Management
Goal: The University will continue to be an institution of choice and opportunity for students who seek and obtain a college degree.
Indicators of Success:
- Increased total, graduate, international, and under-represented student enrollments
- Increased enrollments of high-achieving FTICs
- Additional enhanced learning opportunities for high-achieving students
- Increased student baccalaureate degree program completion rates
- Increased career and placement opportunities
AREAS FOR DEVELOPMENT | INITIATIVES | ACTIONS | PROGRESS | ||||||||||||||||||||||||||||
| 1. Moderately Paced Enrollment Growth, consistent with University's Mission | A. Deepen markets for student recruitment. | A1. Increase total University enrollment from a fall semester 2004 total enrollment of 9,448 to a total enrollment of 10,232 for the fall semester of 2008 (+784 students, +8.30%). (Academic Affairs, Student Services & Enrollment Management) | |||||||||||||||||||||||||||||
| A2. Increase total Education graduate enrollment from a fall semester 2004 total enrollment of 1,382 to a total enrollment of 1,480 for the fall semester of 2008 (+98 students, +7.1%). (Academic Affairs) | |||||||||||||||||||||||||||||||
A3. Increase total non-Education graduate enrollment from a fall semester 2004 total enrollment of 247 (excluding MSTP) to a total enrollment of 371 for the fall semester of 2008 (+124 students, +50.27%), to include the following individual graduate program enrollment goals: (Academic Affairs)
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| A4. Establish appropriate benchmarks for maintaining high value tuition and fee rates. (Board of Control, President, Administration & Business Affairs) | |||||||||||||||||||||||||||||||
| B. Expand and improve campus facilities to accommodate enrollment growth. | B1. Increase the number of students living on campus to 1,800 by fall 2005 and maintain maximum occupancy. (Administration & Business Affairs, Student Services & Enrollment Management) | ||||||||||||||||||||||||||||||
| 2. Recruitment of Well-Prepared Students | A. Increase recruitment and retention of high-achieving students. | A1. Increase recruitment and enrollment of high-achieving students (i.e., with 3.5 high school GPA and above) to comprise 42% of FTIC class by 9/2008. (Admissions, Student Services & Enrollment Management) | |||||||||||||||||||||||||||||
| A2. Increase average ACT score for entering FTIC class to exceed the national average for comparable institutions by 9/2008. (Admissions, Student Services & Enrollment Management) | |||||||||||||||||||||||||||||||
| A3. Provide additional enhanced learning opportunities and support services for high-achieving students, e.g., Honors Program, Roberts Fellows Program, Foundation Scholars Program, internships, study abroad. (President, Academic Affairs) | |||||||||||||||||||||||||||||||
| A4. Increase private and general fund support for merit and talent-based scholarships by approximately 10% per annum. (Development, Foundation) | |||||||||||||||||||||||||||||||
| B. Increase recruitment and support for minority students. | B1. Increase enrollment of students from under-represented racial, ethnic, and cultural backgrounds to reflect the minority student high school graduation rates for Bay, Midland , Saginaw , and Tuscola counties by 9/2008. (Admissions, Student Services & Enrollment Management) | ||||||||||||||||||||||||||||||
| C. Increase recruitment and support for international students. | C1. Increase total international enrollment to 4% of total enrollment by 9/2008. (International Programs, Student Services & Enrollment Management) | ||||||||||||||||||||||||||||||
| 3. Success of Students and Graduates | A. Improve opportunities, programs, personnel, and efforts to increase rates of student success. | A1. Increase rates of student baccalaureate degree program completion 1.5% annually by 9/2008 to include higher retention rates for FTIC and transfer students and higher graduation rates for all students. (Academic Affairs, Student Services & Enrollment Management) | |||||||||||||||||||||||||||||
| A2. Evaluate means to more appropriately determine student retention and success rates by 9/2005. (Academic Affairs, Student Services & Enrollment Management) | |||||||||||||||||||||||||||||||
| A3. Develop and implement a comprehensive evaluation of student services. Progress on evaluating student services to be included in HLC monitoring report to be submitted by December 1, 2006 . (Student Services & Enrollment Management) | |||||||||||||||||||||||||||||||
| B. Strengthen the Office of Career Planning & Placement to consolidate career research, development, advising, internships, and job placements. | B1. Increase contact with regional employers and school-to-work connections by 5% per year; increase employment and entrepreneurial opportunities for graduating students by 2% per year. (Career Planning & Placement, Student Services & Enrollment Management) |
Technology
Goal: The University will continue to develop, maintain, and enhance its technological resources to facilitate excellence and innovation in teaching and learning and to improve institutional efficiency and effectiveness. The University will provide leadership for the greater community on technology issues.
Indicators of Success:
- Completion of full-scale assessment of technology needs, uses, and competencies
- Acquisition, maintenance, and implementation of new technology, as appropriate
- Integration of technology into the teaching/learning process, as appropriate
- Improvement in administrative functions through technology
- Encouragement and support for innovation in technology use
- Dissemination of technological innovations with greater community
AREAS FOR DEVELOPMENT | INITIATIVES | ACTIONS | PROGRESS |
| 1. Teaching and Learning Using Technology | A. Evaluate technology use in teaching and learning. | A1. Conduct a full-scale evaluation of needs, uses, and competencies regarding technology among campus stakeholders. (Information Technology, Academic Affairs, Staff Relations) | |
| B. Integrate technology into assessment processes where appropriate. | B1. Implement technology plans developed by the Academic Assessment Advisory Board. (Information Technology, Academic Affairs) | ||
| C. Develop ways to reward and encourage innovation in technology use. | C1. Fund a competitive mini-grant program for faculty technology initiatives at $15,000 per year. (Information Technology, Academic Affairs, Administration & Business Affairs) | ||
| C2. Promote the Teaching With Technology Award. (Academic Affairs, Public Affairs) | |||
| D. Continue to explore new technology and foster programmatic implementation, as appropriate. | D1. Improve course delivery through technology, as appropriate. (Information Technology, Academic Affairs) | ||
| D2. Revise course management system usage, as needed. (Information Technology) | |||
| D3. Provide increased support for faculty and student technology implementation. (Information Technology, Academic Affairs, Student Services & Enrollment Management) | |||
| E. Address issues of academic integrity regarding technology. | E1. Develop technological infrastructure to support academic integrity goals. (Information Technology) | ||
| F. Articulate and implement policies for connecting technology goals to grant processes. | F1. Research and pursue appropriate technology-centered grant opportunities. (Academic Affairs, Sponsored Programs) | ||
| G. Continue to integrate technology into the teaching/learning process, as appropriate. | G1. Establish basic technology competencies for all students and evaluation strategies for such competencies. (Information Technology, Academic Affairs) | ||
| G2. Increase technology integration into the curriculum, as appropriate. (Information Technology, Academic Affairs) | |||
| 2. Institutional Efficiency and Effectiveness through Technology | A. Facilitate improved administrative functions. | A1. Conduct a full-scale evaluation of needs, uses, and competencies regarding technology among campus stakeholders. (All) | |
| A2. Fully utilize the features of the University’s Administrative and Student Systems. (Information Technology, Administration & Business Affairs, Student Services & Enrollment Management) | |||
| A3. Research, benchmark, and implement best business practices in the use of technology across campus. (Information Technology, Administration & Business Affairs) | |||
| B. Continue to evaluate and answer hardware and software needs. | B1. Place and support current releases of software and current hardware in all student labs. (Information Technology) | ||
| B2. Upgrade faculty computers, peripherals, and software on an established basis. (Information Technology) | |||
| C. Continue to explore new technology, and implement where appropriate. | C1. Research and evaluate new technologies for improving institutional efficiency and effectiveness. (Information Technology, Administration & Business Affairs) | ||
| 3. Regional Leadership on Technology Issues | A. Share technological innovations developed by the University with the larger community and collaborate on key projects. | A1. Encourage research in and presentation about issues surrounding technology (especially technology and teaching) through conference participation, publication, etc. (Academic Affairs, Public Affairs) | |
| A2. Increase technology collaboration with entities such as K-12 schools and the medical community. (Academic Affairs, Public Affairs, Information Technology) | |||
| A3. Encourage mini-grant proposals for innovative faculty/community partnerships on technology issues. ([See 1C1 above.] Information Technology, Academic Affairs, Public Affairs) | |||
| A4. Increase University/community partnerships on issues of technology. ([See 1F1 above.] Information Technology, Sponsored Programs, Public Affairs) |
Campus Culture
Goal: The University will promote and continuously enhance a culture and environment that fosters and supports the personal and intellectual growth of its students, faculty, and staff.
Indicators of Success:
- Increase in student volunteer programs and service learning opportunities
- Establishment of comprehensive student leadership development program
- Development of campus-wide wellness program
- Increased participation in existing diversity training programs
- Implementation of landscape master plan
- Establishment of comprehensive recycling and sustainable use program
- Adequate funding to support programs
AREAS FOR DEVELOPMENT | INITIATIVES | ACTIONS | PROGRESS |
| 1. Quality of Cultural Life and Personal Well-Being | A. Increase and expand civic engagement, community service, and leadership development programs. | A1. Expand student volunteer service programs by 5% per year. (Student Life Center) | |
| A2. Promote and encourage faculty and staff community service activities. (Staff Relations, Public Affairs) | |||
| A3. Develop and sustain a comprehensive leadership development program and a program to facilitate student civic engagement. (Student Life Center , Residential Life) | |||
| A4. Develop linkages between employee professional development activities and University goals/priorities. (Staff Relations, Academic Affairs) | |||
| A5. Examine and redefine role and purpose of athletic programs. (Athletics, Student Services & Enrollment Management) | |||
| B. Evaluate overall health and safety issues for the campus. | B1. Publish yearly report on the status of health and counseling services, campus safety, and student alcohol and substance abuse. (Student Counseling Center , Health Services, University Police) | B1. Planning group established fall 2004. | |
| C. Educate the campus community on wellness issues and promote healthy lifestyle choices. | C1. Develop and sustain a campus-wide wellness program to encourage healthy lifestyle decisions. (Student Life Center , Staff Relations) | ||
| C2. Expand the alcohol and substance abuse prevention programs for students by increasing student participation by 10% per year. (Student Counseling Center) | |||
| D. Foster a sense of community which supports and honors diversity. | D1. Increase the number of international and multi-cultural programs and maintain strong attendance. (International Programs, Office of Diversity Programs) | D1. 7th Annual International Food Festival occurred on November 17, 2004 with an estimated attendance of 675. Maya Angelou lecture took place on November 16, 2004 with an estimated attendance of 3,700. | |
| D2. Increase student, faculty, and staff participation in campus diversity programming and training by 3% per year. (Staff Relations, Office of Diversity Programs, Academic Affairs) | |||
| D3. Establish learning activities that facilitate student, faculty, and staff interaction across diverse cultures. (Office of Diversity Programs, International Programs, Academic Affairs) | |||
| D4. Establish and promote Diversity Excellence Award. (Foundation, Office of Diversity Programs) | |||
| E. Provide a rich range of artistic, scholarly, and other co-curricular events. | E1. Evaluate annually the depth and quality of student activities, programs, and events. (Student Services & Enrollment Management) | ||
| E2. Increase the number and range of student-planned campus activities, and increase student participation by 10% per year. (Student Life Center) | |||
| F. Foster institutional loyalty among students and alumni. | F1. Increase alumni involvement in campus life by 20% per year through career exploration programs and other annual events. (Alumni Relations, Career Planning & Placement) | ||
| F2. Establish a commuter student advisory board to assist with campus events. (Student Life Center) | |||
| 2. Quality Physical Environment | A. Schedule and prioritize deferred maintenance and construction projects. | A1. Complete Ryder Center and Dining Services renovations. (Campus Facilities) | |
| A2. Complete renovation and expansion of Pioneer Hall and of Wickes Stadium. (President, Administration & Business Affairs) | |||
| A3. Implement landscape master plan. (Campus Facilities) | |||
| B. Develop and improve a comprehensive recycling and sustainable use program. | B1. Conduct full-scale evaluation of campus materials reuse/recycling and waste reduction practices, and establish continuous improvement goals. (Student Life Center , Residential Life, Staff Relations, Campus Facilities) |
Community Relations
Goal: The University will continue to improve and expand its contributions to the greater community’s quality of life and will forge stronger connections by becoming the premier cultural and intellectual center and resource for schools, businesses, and governments.
Indicators of Success:
- Completion of full-scale assessment and analysis of current programs and events
- Annual publication of outreach, volunteer, and civic engagement activities
- Demonstrable increase in utilization of University professional services
- Development and effective marketing of major identity publication
- Establishment of major endowment campaign
- Increase in Federal, State, and local government support
AREAS FOR DEVELOPMENT | INITIATIVES | ACTIONS | PROGRESS |
| 1. Cultural and Intellectual Programming | A. Strengthen the University’s identity as a community resource for cultural and intellectual enrichment. | A1. Examine purpose of existing programs and events, attendance data, needs of the greater community, marketing, cost, and diversity to create additional opportunities. (Conference & Events Center , Public Affairs, Academic Affairs, Office of Diversity Programs) | |
| A2. Utilize University intellectual and cultural resources to improve outreach programs. (Student Life, Public Affairs, Academic Affairs) | |||
| A3. Effectively market an intellectual journal consistent with University mission. (Cardinalis Editorial Board, University Communications, ABS Dean) | |||
| A4. Increase collaboration with community arts, cultural, and educational organizations. (University Communications, Colleges of ABS and COE) | A4. On April 30, 2004, the Marshall M. Fredericks Sculpture Museum hosted two visiting exhibitions from the Flint Institute of the Arts, with “Prints by Sculptures” exhibited for four months and “Contemporary American Sculpture” exhibited for one year. In addition, on-line “Mid-Michigan Events Calendar” successfully launched on October 1, 2004 and accessible from the University’s homepage. | ||
| A5. Increase membership and participation in Institute for Learning in Retirement by 10 % annually to reach goal of 800 by 9/2008. (Continuing Education) | |||
| A6. Increase attendance of faculty and staff, including 2nd/3rd shift employees, at programs and events. (University Communication, Staff Relations) | |||
| 2. Community Service | A. Create volunteer and civic engagement activities that strengthen and develop ties between the University and the region. | A1. Expand and continuously improve opportunities for civic engagement. (Staff Relations, President’s Office, Office of Diversity Programs, Government Relations, Student Life [See Campus Culture 1A1.]) | |
| A2. Establish recognition programs for exemplary faculty, staff, and student volunteer activities. (Staff Relations, Academic Affairs, Office of Diversity Programs, Student Life Center) | |||
| 3. Institutional Professional Service | A. Facilitate and create opportunities for the economic development of the community and the professional enhancement of its citizens. | A1. Increase the number of initiatives between community and Center for Business and Economic Development (CBED), Independent Testing Laboratory (ITL), Solidica, and other identified projects. (CBED, President) | |
| A2. Expand model Public School Academy partnerships. (School-University Partnerships) | |||
| 4. University Communications | A. Strengthen SVSU's institutional identity. | A1. Implement an integrated marketing and communications plan. (University Communications) | |
| A2. Develop the SVSU website as the University’s primary marketing, research, and communication tool to position SVSU as a leader in website marketing. (University Communications, Information Technology) | |||
| A3. Evaluate annually all major University publications for effectiveness by utilizing focus groups, surveys, and peer study. Create and effectively market a major identity publication. (University Communications) | A3. Major image piece This is SVSU published and distributed September 2004 to list of select donors, alumni, regional businesses, as well as to all Michigan high school counselors. | ||
| A4. Market University brand, identity, and institutional goals. (University Communications, Public Affairs, Admissions) | |||
| A5. Expand news coverage and establish a crisis communication plan and a media internal advisory group. (Media Relations) | |||
| A6. Support Student Research and Creativity Institute through media strategies, SVSU’s major identity publication, website, and recruitment materials. (University Communications, President) | |||
| 5. University Advancement | A. Increase external support. | A1. Retain campaign consultant and develop strategies for endowment campaign. (Foundation) | |
| A2. Increase endowments to reach goal of $50 million by 2008. (Foundation, Administration & Business Affairs) | |||
| A3. Develop a planned-giving program that includes an advisory group and a recognition society. (Foundation) | |||
| A4. Increase alumni visibility, activity, communications, and financial support of SVSU; increase membership from 1,752 in fall 2004 to 3,000 by fall 2008. (Alumni Relations) | |||
| A5. Increase Annual Fund campaign by 10% annually. (Foundation) | A5. Advisory group established December 2004. | ||
| 6. Government Relations | A. Increase Federal, State and local government support. | A1. Obtain merit-based Federal support from legislative delegation. (Government Relations) | |
| A2. Obtain increased per-student appropriated support from the State. (Government Relations) | |||
| A3. Cooperate with Kochville Township on development of Cardinal Square and on other initiatives. (Government Relations) |