Annual Goals '06-'07, '07-'08
1. Implement Roanoke’s new first-year experience and student orientation programs.
Continue the development and begin implementation of the three year phase-in of our new first-year experience.
Revise new student orientation based on the assessment of last year’s changes; continue to evaluate it with its academic integration focus, faculty/students and student/student interaction in orientation groups and follow-up events/activities that link orientation to the first-year experience.
Develop a new integrative learning experience for first-year students, such as a first-year seminar that connects with the orientation groups and advising so that all first year students take at least one course with their advisor. (See 2a, below.)
2. Begin reconsideration of the general education curriculum so that it expresses Roanoke’s Goals for Liberal Learning.
- Build on the new integrative learning experience for first-year students, which may include a first-year seminar taught by faculty members from every department, to strengthen the college’s intellectual climate and reflect Roanoke’s integrative learning approach.
- Create a curriculum that is distinctive and transparent to students and parents about the quality, intent, and value of the core curricular learning experience.
- Review and revise existing advising programs and practices to support the new integrative learning experiences for first-year students and in light of a possible new general education curriculum.
- Publicize the new program, stressing its student-centeredness and progressiveness.
3. Strengthen the foundation for excellence in integrative learning.
- Review faculty and staff salary and compensation and workload practices; propose policies as appropriate.
- Hire new faculty with the emphasis on integrative learning and a possible new general education curriculum in mind.
- Provide professional development opportunities for new and continuing faculty and staff to enhance integrative learning and student-centeredness.
- Continue a rigorous program of assessment of institutional effectiveness and program evaluation in support of integrative learning. Revise existing programs, establish new programs where appropriate, and allocate resources to support strong majors and programs. (See 9b, 9c, 9d below.)
- Provide on-going support for faculty scholarship, research, creativity and innovation; review existing programs and make changes where appropriate. (See 4b and 4c below.)
4. Consolidate existing programs to use our resources most effectively in creating a more intellectually stimulating and collaborative campus climate.
- Launch, assess, and refine the new Center for Learning and teaching (which includes current programs of Academic Services [advising, peer tutoring and mentoring, special services], a new Writing Center, and the current Center for Teaching and Learning) as an integrated campus resource that enhances the learning and teaching experiences of students, faculty and staff.
- Begin the re-creation of the Center for Community Research as a focus for research, scholarship, creativity and innovation as an integrated hub of activities and resources related to faculty research, and student-faculty research, and appropriate co-curricular learning.
- The new Center for Community Research will focus particularly on linking new faculty members to their colleagues and thus provide support for the intellectual and professional development of RC faculty.
- Use information about characteristics of students who succeed at Roanoke and become engaged alumni to improve retention and graduation rates.
- Review existing programs to improve student services and to foster a campus climate of engagement and interaction between students, faculty and staff.
- Focus campus retention efforts via a new retention structure. Implement and monitor results from the following initiatives. Identify and prescribe actions for at-risk students. Conduct a phone survey of withdrawn students. Revise procedure for reviewing files of prospective students in the lowest third of their high school class. Emphasize a test early/test often approach with instructors of freshmen. Review visitation and housing policies for freshmen. Increase peer involvement with freshmen through the Maroon Corps.
6. Enrollment goals
- The Enrollment goal for 2007-08 is 1890 students, 68% on campus and 79% retention. The tuition discount rate goal is 44% for 2007-08.
- Compare and contrast the key demographic characteristics of graduating students with the same characteristics when they were freshmen to determine a profile of Roanoke success.
7. Begin the development of a unique Roanoke experience by creating an innovative four-year co-curricular program that enhances students’ curricular learning and contributes to Roanoke’s Goals for Liberal Learning.
- Begin the development of intentional applied learning opportunities that advance students’ leadership skills and sense of responsibility (for example, through student-run outdoor programming, intramural sports, college events, and peer mentoring).
- Begin the development of intentional service experiences for students building on existing service programs such as Habitat trips, Maroon Corps, and peer mentoring.
- Begin the development of intentional cross-cultural learning experiences for students that build on existing programs such as international travel, multicultural awareness, and Urban Plunge.
- Begin the development of intentional research/creative/innovative experiences for students building on existing programs such as the Undergraduate Research Assistant Program [URAP] and Summer Scholars.
8. Continue the reconsideration of existing lecture series and events to use our resources most effectively in creating a more intellectually stimulating campus climate and visibility.
- Continue to re-envision existing speaker series and events to provide a cohesive theme and focus that engages students, faculty, staff and external audiences.
- Coordinate a limited number of high-profile community-wide events that strengthens a shared sense of community among students, faculty, staff, parents, and alumni.
- Begin consideration of how a campus-wide conference/event could be linked to curricular and co-curricular programming to enhance student learning and engagement.
9. Create a culture of collaboration, accountability and data-driven decision making.
- Explore opportunities for collaboration between various campus entities.
- Reconsider our existing assessment and institutional effectiveness processes and responsibilities, including the Assessment Council and related responsibilities.
- Begin the development of an integrated assessment plan that reflects the goals established in the 2015 Strategic Plan and the Goals for Liberal Learning.
- Begin the development of coordinated department based assessment plans that show how each unit contributes to RC’s strategic goals and, where applicable, to the Goals for Liberal Learning.
- Review and revise as appropriate the organizational structure within the various divisions and across the College.
10. Provide integrated learning opportunities linked to our unique, geographic location.
- Enrich outdoor co-curricular programs and opportunities by collaborating with the Environmental Studies Program, the environmental science theme house, HHP and other programs and departments as appropriate.
- Encourage curricular experiential learning opportunities that take advantage of our geographic location.
11. Continue improvements to our campus environment to address needs identified in the 2015 strategic plan.
- Develop a revised facilities master plan that preserves as much green-space as possible and thus preserves flexibility for future facilities improvements and expansions.
- Develop a plan and timeline for residence hall renovations that minimize fluctuations in the off campus student population and thus strengthen our town-gown relationship.
- Develop a landscape master plan for the College.
12. Develop a business plan in support of the strategic plan.
- Continue to include constituencies (Board of Trustees, PAB, RPC, AEC) in the planning process.
- Continue development of charitable gift resources for approved priority initiatives and other longer-term approved projects and initiatives.
- Strengthen the college’s grant writing ability to access foundation and corporate grants.
- Work toward the development of funding strategies pursuant to formation of a preliminary campaign case for support.
- Continue involvement of alumni and volunteer leaders in more meaningful ways in the life of the college.
- Develop a preliminary campaign case for support from strategic priorities that is applicable for campaign testing and planning.
13. Provide off-campus service opportunities that help students connect to the larger world. (See also #7)
- Provide local, regional and national learning opportunities.
- Provide international learning opportunities.
14. Provide cross-cultural learning opportunities that promote understanding and respect for other cultures, countries, languages, religions and worldviews. (See also #7 and #13)
15. Explore the feasibility of offering programs for non-traditional learners as a new revenue source.
- Identify viable program formats that fit Roanoke’s image and aspirations.
- Develop a list of promising programs and their target audiences.
- Develop a business plan for identified viable programs.
16. Continue the consolidation of publications and Public Relations initiatives to create a strong, recognizable image and message that enhance national visibility.
- Conduct a comprehensive audit of all internal and external publications.
- Develop compelling messages to educate constituencies about the priorities of the strategic plan and Roanoke College’s integrative learning focus.