Vision: Will be developed as planning process moves forward.

Strategic Growth

Student Stakeholder

High Impact Academics

A Drive to University

Model for Student Success

Financial Resources

Internal Processes

Organizational Capacity

Mission: Tusculum College provides a liberal arts education in a Judeo-Christian and civic arts environment with pathways for career preparation, personal development and civic engagement.

Values: Integrity, Education, Civic Responsibility

Relevant & high demand

academic programs

Increase in scholarship funding

An institution of choice &

distinction

Increase reputation as

premiere transfer school

Expansion of high tech

environments

Recruit, retain and support of

high quality faculty & staff

Increase pipelines for enrollment

growth

Investments in career and

student support programs

Processes that support

undergraduate & graduate education

All students will engage in

transformative experiences

Strengthen structure to

support undergraduate &

graduate programs

Facilities that support

engagement and learning

A student-centered, high

quality university

Development of an effective

compensation & benefits program

Graduates prepared for

graduate school, career & life

success

Increase net tuition revenue

6/22/2016

Increase grant and foundation revenue

Strategic Planning Committee

• Dr. Nancy Moody, President • Dr. Ron May, Vice President of Academic Affairs • Ms. LeAnn Hughes, Vice President of Enrollment Management and

Marketing • Mr. Steve Gehret, Vice President of Finance • Ms. Heather Patchett, Vice President of Institutional Advancement • Dr. Blair Henley, Vice President of Information Systems • Dr. Lisa Johnson, Associate Vice President of Student Success • Mr. Doug Jones, Athletic Director • Dr. Carl Larsen, Assistant to the President for Institutional Planning

and Effectiveness • Dr. Troy Goodale, Faculty Moderator • Dr. Lois Ewen, Dean, School of Nursing, Health Sciences & Human

Services • Dr. Michael Dillon, Dean, School of Business & Technology • Mr. Wayne Thomas, Dean, School of Arts & Sciences

Theme: Strategic Growth

Organizational Capacity

Internal Processes

Financial Resources

Student Stakeholders

Increase reputation as premiere transfer school

Increase in scholarship funding

A An institution of choice & distinction

Increase net tuition revenue

Increase pipelines for enrollment growth

Strategic Growth Theme

Success in Strategic Growth • Increase residential enrollment from 925 to 1,100 in

Fall 2020 • Increase new residential students from 335 to 400 by

Fall 2020 • Increase GPS undergraduate enrollment from 694 to

1,200 in Fall 2020 • Increase graduate enrollment from 190 to 380 in Fall

2020

Strategic Growth Increase Pipelines for Enrollment Growth (Initiatives)

• Implement MSN-FNP program in Fall 2016 • Begin B.S. in Health Care Administration in January 2017 • Begin M.S. in Accounting, B.S. In Information Technology,

B.S. in Computer Science & Track and Field in Fall 2017

Increase Reputation as Transfer School • Pilot degree audit in Fall 2016 • Develop Course Transfer Guide in Fall 2016 • Revise financial aid matrix for transfer students

Institution of Distinction & Choice • Market high quality programs, such as science, English,

civic engagement, as areas of distinction

Theme: High Impact Academics

Organizational Capacity

Internal Processes

Financial Resources

Student Stakeholders

Recruit, retain and support of high quality faculty & staff

Expansion of high tech environments

A Relevant & high demand academic programs

Increase grant and foundation revenue

High Impact Academics

Success= • 8 new undergraduate and 4 new graduate

programs by 2020 • Student job placements at 6 months after

graduation to improve from 57% to 70% by 2020 • Student graduate and professional school

placements to increase from 23% to 30% by 2020

High Impact Academics Recruit, retain and support faculty & staff

• Identify and support faculty and staff development • Identify and purchase an efficient and effective course

evaluation system

High Tech Environments • Expand quality online courses and programs

Relevant High Demand Academic Programs • Implement new programs in Health Care Administration,

Accounting, Information Technology & Computer Science • Begin review of low enrollment programs

Theme: Model for Student Success

Organizational Capacity

Internal Processes

Financial Resources

Student Stakeholders

Facilities that support engagement and learning

All students will engage in transformative experiences

Investments in career and student support programs

A Graduates prepared for graduate school, career & life success

Model for Student Success

Success= • Increase first-year retention from 58% to 65% • Increase 4-year graduation rate from 33% to __% • Increase job placement rate from 57% to 70% • Increase graduate and professional school

placement rate from 23% to 30% • Student satisfaction rates (from Noel Levitz) • High Impact Practices (from NSSE)

Model for Student Success

Facilities that support engagement & learning • Implement Wed. afternoon engagement activities • Add spaces for students gathering

Transformative Experiences • Implement an intramural program in Fall 2016

Invest in Student Support Services • Develop an evaluation plan for 1st year experience

course and mentoring program

Theme: A Drive to University

Organizational Capacity

Internal Processes

Financial Resources

Student Stakeholders

Develop org. structure to support graduate programs Strengthen structure to support

undergraduate & graduate programs

Processes that support undergraduate & graduate education

Development of an effective compensation & benefits program

A student-centered, high quality university

Drive to University Success=

• Name change • More graduate programs, at least 1 doctoral

program • Competitive compensation system

Relies heavily on success of initiatives in Strategic Growth, High Impact Academics & Model for Student Success

Strengthen Structure • Align and grow quality adult education program • Conduct an external assessment of GPS program

Questions? Comments?