Georgetown College Strategic Plan [Download as PDF]
GeorgetownCollege is a small, residential, co-educational liberal arts college distinguished by a combination of respected, rigorous undergraduate and graduate programs, an array of opportunities for involvement and leadership, a commitment to Christian values and its distinctive heritage. This provides an environment for intellectual, spiritual and social growth. Through a broad undergraduate program, the curriculum offers a foundation for shaping informed thought and action in order to prepare students for their place in society. GeorgetownCollege seeks persons committed to supporting its mission and to realizing their full potential in this community of learners.
Live. Learn. Believe.
GeorgetownCollege is an innovative community (live) of scholars developing ethical scholars (learn) committed to our heritage of Christian discernment (believe).
In fulfilling its mission, Georgetown College strives to:¬†¬† foster a knowledge of and commitment to the Christian faith;¬† maintain a student body whose profile remains above the national average within an atmosphere in which students of varying abilities can achieve their fullest potential;¬† provide students a foundation in the liberal arts and sciences; assist students to think analytically, communicate effectively and discriminate among ethical, moral, and spiritual values;¬† foster the discovery, development, and critical appraisal of knowledge;¬† provide programs based upon research and scholarship which will equip motivated students with knowledge, skills, experiences and competencies needed to do advanced academic work in a chosen field or enter successfully a vocation of choice;¬† provide pre-professional and professional programs in appropriate areas supplemented by a graduate program in education;¬† encourage, in a primarily residential setting, a community of personal, caring and mutually respectful relationships among faculty, students, administration and staff, recognizing the dignity and worth of each individual; foster integrity, tolerance, understanding and appreciation of conflicting points of view;¬† enable members of the College community to broaden their awareness of cultural diversity both in this nation and among the nations of our world;¬† supplement the academic program through a cultural enrichment program offering intellectual, cultural and religious experiences; enhance physical and social development through student activities and services;¬†¬† provide quality support services and facilities that contribute substantially to an environment that is conducive to living, working and learning together.
GeorgetownCollege’s commitment to its mission demands careful monitoring of progress toward achieving these goals. Students and other members of the campus community are expected to participate in various assessment activities. Information gathered from this process will enable the College to enhance its educational programs and services for future generations.
The College‚Äôs Eight Guiding Principles
Quality, as expressed in Jesus Christ, is our way of life.
Excellent service is our goal.
Loyalty is our strength.
Teamwork is to be cherished.
Positive Vision will motivate us.
Stewardship is our responsibility.
Personal growth will bring us joy.
Commitment will be reaffirmed daily.
Pillar 1: Synergistic Learning
The College will offer respected, rigorous academic graduate and undergraduate programs.¬† Undergraduate education is delivered in the context of a small, residential co-educational liberal artsCollege whose environment provides for intellectual, spiritual, and social growth and whose broad curriculum, comparable to Phi Beta Kappa institutions, stimulates informed thought and action so that students can realize their potential.
Objective 1.1: The College will recruit, develop, and maintain a faculty whose preparation and scholarly activity give evidence that they are able to establish and assess standards for students that are commensurate with standards advocated by Phi Beta Kappa.
Strategy 1.1.1: ¬†¬†Recruit quality faculty and as openings arise in the faculty: the number of full-time arts and sciences teaching faculty who are graduates of Phi Beta Kappa institutions will increase to 10% by 2015, and 90% of the full-time faulty will possess a terminal degree.
Strategy 1.1.2:¬† Provide institutional support for faculty to pursue research and faculty growth opportunities.¬† Future capital campaigns will include the creation of an endowment fund for faculty development
Strategy 1.1.3:¬† Recognize faculty for their achievements in Scholars Developing Scholars Newsletters and in the marketing materials of the College.
Strategy 1.1.4:¬† Evaluate and balance teaching loads to allow professors to provide quality instruction and assess demands on students.
Strategy 1.1.5: Raise faculty salaries towards parity with the College‚Äôs PBK benchmark institutions.
Strategy 1.1.6: Evaluate the use of adjuncts in the future and the appropriate level of compensation to attract quality adjuncts.
Strategy 1.1.7:¬†¬† Keep the institution academically free by maintaining a self-sustaining board.
Objective 1.2: The institution will recruit and retain students capable of meeting the demands of the curriculum.
Strategy 1.2.1: ¬†Recruit and admit freshmen that will improve the ACT average, high school GPA, and Top 10% of High School Class with the goal of reaching the College‚Äôs benchmark institutions‚Äô standards in the future
Strategy 1.2.2: ¬†Recruit students to enter the College‚Äôs unique Spanish infusion program. (Pending curriculum approval)
Strategy 1.2.3: ¬†Recruit students to enter the College‚Äôs English as a Second Language program and teach those students sufficient English skills to meet the demands of the College‚Äôs curriculum.
Objective 1.3:¬† The institution will make demands similar to those of Phi Beta Kappa institutions for students, including opportunities for honors and international studies for those who are especially capable.
Strategy 1.3.1: Offer a curriculum that moves the College toward the expectations of Phi Beta Kappa.
Strategy 1.3.2: ¬†Further develop the Honors Program to enhance student opportunities and participation so that by 2015 the college will have 30 new Honors students each year in its program.
Strategy 1.3.3: ¬†Continue the Oxford program and partnerships with study abroad programs and Hong KongBaptistUniversity, and by formation of a team, investigate the means to create opportunities for off-campus participation/involvement similar to those of Phi Beta Kappa benchmark schools.¬† The goal for 2016 is for 10% of all students to study abroad.
Strategy 1.3.4: ¬†Explore new techniques to deliver academic instruction and prepare students for a more technological world, including adoption of the Moodle Learning Management System and use of distance/distributed learning programs for summer school.
Strategy 1.3.5: Develop a funding strategy for student research initiatives and to evaluate research projects and make recommendations to expand, terminate, or change the research program.
Objective 1.4: The Faculty will assess and improve learning outcomes.
Strategy 1.4.1: ¬†Conduct annual reviews of academic program outcomes and general education outcomes, including direct assessment of student performance, conducting external reviews, reviewing survey data with reference to outside data sources and the College’s fact book with the goal of continuous improvement based on assessment results.
Objective 1.5:¬†¬† The College will adequately equip and maintain academic facilities to promote teaching in keeping with Phi Beta Kappa standards.
Strategy 1.5.1: ¬†Increase library book budgets for departments, increase the overall library book budget, expand the availability of electronic resources, and replace public assess computers in the library as needed.
Strategy 1.5.2: ¬†Improve teaching technology in classrooms with a goal of having all classrooms equipped by 2016, update instructional software, and maintain a quality laboratory experience (science, computer, language, music, theatre, etc) for all students.
Strategy 1.5.3:¬† Construct a classroom building that will house the Education Department within seven years.
Strategy 1.5.4: ¬†Complete a new campus master plan by 2011.
Pillar 2: Student Success
To prepare students for their place in society, the College will provide students an environment for intellectual, spiritual, and social growth within the College’s co-educational context by providing students with the means to succeed in the college’s respected and rigorous graduate and undergraduate programs.¬† The undergraduate program provides a broad curriculum and residential experience in which students are offered an array of opportunities for involvement and leadership and an appreciation of College‚Äôs Christian values and distinct heritage.
Objective 2.1:¬†¬† The College will foster the conditions for academic success.
Strategy 2.1.1: Encourage closer student and faculty relationships by a variety of means including advising activities, encouragement of faculty and student social activities and out-of-the-classroom interactions.¬† Faculty self-evaluations will include a critique of these student-faculty interactions. To track advising activities, the College will ensure the declaration of a major and minor area of interest by the end of freshman year and the formal declaration of a major and minor by the end of their sophomore year.
Strategy 2.1.2: Study ways to reward student achievement on campus through upperclassman scholarships and financial support for students to attend academic conferences.
Strategy 2.1.3: Continually work to increase retention by funding and improving peer tutoring, advising, the WritingCenter, and other retention programs.
Strategy 2.1.4: ¬†Determine the feasibility of creating living/learning centers such as Honors and other residential hall floors for those students with a specific academic interest.
Objective 2.2:¬† The College will provide opportunities for leadership, social, spiritual, and psychological growth in its Greek organizations, Athletics, and other campus organizations.
Strategy 2.2.1: ¬†Create a synergistic leadership program for students with innovative opportunities for leadership.
Strategy 2.2.2: Create an environment that fosters ethical behavior by maintaining judicial tracking system, by enforcing the honor code and by publicizing and living the “Champions of Character Program” in athletics.
Strategy 2.2.3: ¬†Provide activities to acclimate and connect students to the College, including orientation, the Directions Program, IMPACT Program, weekend events, and special programs for commuting students.
Strategy 2.2.4: Create opportunities for students to grow in their understanding of persons who may be from different backgrounds through multi-cultural programs, African American mentoring programs, a NPHC organization in the future, and diversity elements in the Foundations and Core program.
Strategy 2.2.5: ¬†Provide opportunities for students to grow in the spiritual faith such as service learning trips, mission trips abroad, Christian Leadership Scholarships for overseas travel, visitation of churches, and the formation of religious small groups on campus.¬† Future activities will be identified in the annual survey of the Religious Life Council and the bi-annual survey of religious life at the College.
Strategy 2.2.6: Promote academic excellence in athletics by tracking academic progress, by hiring coaches committed to both academic and athletic excellence and by maintaining standards among all student-athletes consistent with Phi Beta Kappa standards.
Objective 2.3:¬† The College will provide career assessment, selection, and placement services to students which will include the dissemination of information on current and projected employment opportunities and career related and job search topics as well as the resources to help students assess and relate their interests, skills, liberal arts education, and experiences to possible careers.
Strategy 2.3.1: ¬†Create organizations, plans, and resources for students to more fully use the career services of the GravesCenter for Calling and Career, including a Delta Epsilon Iota chapter, “class year” specific career center programs, a sophomore year orientation program with a strong career preparation emphasis, and a “Life After Georgetown” program to connect students to alumni.
Strategy 2.3.2: Expand internship and employer connections so that the College can provide experiential education opportunities for eligible students; Engage students in active learning with organizations and employers as they explore off-campus employment opportunities; Assist students and graduates in the development of job and graduate school search tools and competencies.
Strategy 2.3.3: Increase graduate admission test scores for those students seeking postgraduate degrees by providing GRE and MCAT preparation by and beginning a preparation program for the Graduate Management Admission test so that the College’s target average percentile will rise to the 50% level by 2016.¬† The Provost and Science division will prepare a plan to raise the¬†¬† Medical School Admission Test average score to 29 by 2016.
Objective 2.4:¬† The College will provide a safe and supportive environment for students.
Strategy 2.4.1: ¬†Provide and enhance quality counseling and health services for students.
Strategy 2.4.2: ¬†Provide residential living guidance to support students on campus by making appropriate matches in assigning rooms and by maintaining an appropriate ratio of Residential Assistants.
Strategy 2.4.3: ¬†House students in safe and desirable residential facilities by repairing, replacing, or adding all project expenditures that are detailed in its five year financial plan, including renovation or replacements as funding allows.
Strategy 2.4.4: Seek ways to improve auxiliary services that affect students‚Äô dining experiences by seeking and evaluating feedback from student satisfaction surveys and suggestions from a team of students.
Strategy 2.4.5: ¬†Provide ample and safe methods of transportation for the Georgetown College Campus by maintaining the current fleet of vehicles and purchasing vehicles as recommended by the Associate VP of Auxiliary Services.
Strategy 2.4.6: Improve existing and develop new athletics facilities to best serve the needs and interests of the student-athletes, coaches and public by helping to secure the funding for projects via fundraising and budgeting activities.
Pillar 3: Culture and Community
The College will maintain a campus wide culture that celebrates its heritage and Christian values to provide an environment of spiritual and social growth in the context of a co-educational liberal arts college.
Objective 3.1: The College will reach out to all persons at the College to promote trust.
Strategy 3.1.1: Receive input at least every two years from faculty, staff, and students in the development in the College’s strategic plan and communicate the strategic plan to the College community after the Board of Trustees‚Äô final approval.
Strategy 3.1.2: ¬†Improve the College community‚Äôs understanding of current and future activities by holding semi-annual all-staff meetings, faculty meetings, departmental meetings, and orientation sessions.¬† These programs will also explain future plans in the College’s Christian and historical context.
Objective 3.2: The College will reinforce its Eight Guiding Principles as a means to unify the culture.
Strategy 3.2.1: Focus internal communications on how employees are living the Eight Guiding Principles as communicated in the President‚Äôs Tiger Pride messages.
Strategy 3.2.2: Recognize employees who model the Eight Guiding Principles in the College‚Äôs employee recognition program called the Top Tiger Program.
Strategy 3.2.3: Evaluate how employees model the Eight Guiding Principles in each person‚Äôs annual performance evaluation.
Objective 3.3: The College will make sure that all staff receive consistent treatment and that all faculty receive consistent treatment.
Strategy 3.3.1: ¬†Review staff and faculty policies and procedures each year to ensure consistent application and keep all policies on the website.
Strategy 3.3.2: ¬†Move toward a salary administration program with job descriptions ranked and classified for all non-faculty positions by 2016.
Strategy 3.3.3: ¬†Perform annual performance evaluations (prepared by the appropriate manager and reviewed by the appropriate Executive Cabinet Member) as a means to evaluate performance, to review the employee‚Äôs adherence to the Eight Guiding Principles, to assess training needs, and to set goals for next year that are consistent with the College‚Äôs strategic plan.
Objective 3.4:¬† The College will be sure that all employees are trained to succeed and be safe in the workplace.
Strategy 3.4.1:¬† Publicize and track attendance at RittenhouseAcademy programs and track compliance safety training.
Strategy 3.4.2:¬† Monitor each person‚Äôs training via the annual performance evaluations.
Objective 3.5: The community will celebrate its heritage.
Strategy 3.5.1: ¬†Continue to induct distinguished alumni into the College’s Halls of Fame and publicize these events to the entire college community.
Pillar 4: Innovation Initiatives
The College will identify and cultivate new opportunities to expand and deepen its respected, rigorous undergraduate and graduate programs, expand the array of opportunities for involvement and leadership, apply Christian values, and prepare students for their place in society.
Objective 4.1: The College will increase diversity on campus in the face of increased competition for these students among Kentucky colleges and universities.
Strategy 4.1.1: Partner with significant organizations that can send diverse students to Georgetown such as First Tee, African American “mega churches,” Joel Gregory’s Proclaimers Place, and Bishop College alumni.
Strategy 4.1.2: ¬†Increase the focus on diversity for new hires and explore grant and development options for increasing the salary funds available to hire a diverse faculty.
Strategy 4.1.3: ¬†Train employees about diversity with the goal of creating an invitingenvironment and culture that promotes diversity.
Objective 4.2: The College will explore new revenue sources and the means to increase revenues in current programs.
Strategy 4.2.1: Create New “Programs of Distinction” to provide students with extracurricular experiences unique from other graduates.¬†¬† This program will attract students nationwide with strong academic credentials. These programs will be implemented if they receive start-up funding and if they can become self-sustaining when start-up funding is exhausted.
Strategy 4.2.2: Explore the feasibility of additional educational programs and living arrangements to encourage enrollment of students who might not otherwise come to Georgetown because they are seeking special, unique educational experiences.¬† Implementation will depend on a satisfactory financial plan.
Strategy 4.2.3: Seek ways to enhance revenues from auxiliary services and the East Campus, especially by partnerships with local officials and businesses.
Strategy 4.2.4: Review contracts and schedule summer camps to maximize revenues and to provide an enjoyable experience for teenagers so that some will attend GeorgetownCollege when they select a college.
Pillar 5: Financial Strength
The College will build its financial strength and capabilities, as reflected in its annual budget and five year financial plan, so that its mission can be achieved and its organization goals will be enhanced and achieved.
Objective 5.1:¬† The College will increase financial strength to support academic programs.
Strategy 5.1.1: Create a strategic plan and a five-year financial plan using a campus-wide effort to generate new ideas and information.
Strategy 5.1.2: Strengthen the College’s infrastructure by running surpluses through 2016, while providing resources for Phi Beta Kappa infrastructure and strengthening reserves.
Strategy 5.1.3: Begin a campaign in 5 ‚Äď 7 years for the funds to meet the Phi Beta Kappa standards.¬†¬† The funds will be used for endowed chairs, faculty salary increases, and necessary capital expenditures for equipment, plant, and books.¬† Funding needs will be determined jointly by the Strategic Plan Team and the College’s Phi Beta Kappa Team.
Strategy 5.1.4: ¬†Follow-up the previous strategy with another capital campaign aimed at increasing the endowment above $150 million and at reducing the College‚Äôs debt-to-assets ratio to below 25%.
Strategy 5.1.5: Assure that all new initiatives that require budget or capital support are supported by a business plan that is consistent with the College‚Äôs strategic plan and budget and that is deemed to be achievable by the CFO.
Strategy 5.1.6: Develop and improve consistent financial processes and procedures to achieve its five-year financial plan.
Pillar 6: Effective Communications and Marketing
To succeed in all its mission and organizational goals, the college must effectively promote GeorgetownCollege to all its stakeholders including faculty, students, prospective students and donors.
Objective 6.1:¬† The College will create local, regional, and ultimately national ‚Äúbrand‚ÄĚ identity/awareness of the College.
Strategy 6.1.1: ¬†Increase awareness of GeorgetownCollege, its distinctiveness and mission by creating a list of key messages and selling points for all stakeholders to know, utilize, and convey.
Strategy 6.1.2: Utilize and maintain a College stylebook and graphic standards program.
Strategy 6.1.3: Monitor and manage all institutional advertising, public relations, publications, web site development, and specialty merchandise (non-retail) so that the College‚Äôs message is consistent.
Strategy 6.1.4: Implement an institutional media campaign aimed at three market levels: local, regional, national, and non-traditional such as websites as part of its ongoing responsibility to monitor/manage all advertising, public rations, publications, and websites.
Strategy 6.1.5: Establish a comprehensive plan for managing GeorgetownCollege‚Äôs presence at selected church conferences and events and for communicating and creating relationships with strategic churches.
Objective 6.2:¬† The College will improve internal and external communication with key constituencies.
Strategy 6.2.1: Create and maintain communication vehicles (such as a campus calendar, press releases, articles, newsletters, websites) to increase awareness of events/happenings on campus; to communicate in a more timely and accurate manner; to deliver the message conveniently; and to create a channel for departments to communicate with each other and external constituents.
Strategy 6.2.2: Allocate resources to achieve improvement and expansion in writing/editing, internal communications, and public relations so that the College can place stories and features of regional and national interest.¬† .
Strategy 6.2.3: ¬†Create a standardized media kit of DVDs, programs, and other printed materials to be given and used by all stakeholders.
Objective 6.3:¬† The College will achieve annual and long-term enrollment goals for the undergraduate and graduate education programs.
Strategy 6.3.1: Increase the number of undergraduate enrollment applications.¬† Strategies include admissions publication, targeted recruitment strategies, YouTube promotional videos, advertising aimed at recruiting, a recruiting section on the College website, and the use of alumni, parents, and Trustees.
Strategy 6.3.2: Focus on the College‚Äôs programs that provide experiential learning to interest prospective students in Georgetown.¬† Continue and encourage the development of additional Presidential Mentorship Programs that expose diverse populations to GeorgetownCollege, by partnering with the Governor’s Scholar Program, and by developing summer camp partnerships.
Strategy 6.3.3: Prepare a marketing plan for graduate education, beginning with the creation of an interdisciplinary team to establish a strategic plan for enrollment growth in the graduate education program that includes enrollment goals, marketing to undergraduates, an informative website, marketing plans that complement the institution’s branding strategy, and staffing and budgeting plans for the next five years.
Objective 6.4:¬† The College will develop specific brand awareness/identity campaign for GC athletics.
Strategy 6.4.1: ¬†Position GC athletics in a positive and successful way to enhance recruiting efforts and create momentum for the capital campaign using visual graphics standards, brochures, a website, and media guides.
Strategy 6.4.2: Establish an athletics advisory committee to meet at least twice a year to discuss issues relevant to marketing GC athletics.