presi dent ’ s quarterly u pdate carlow university
• office of the president • september 2014
CARLOW NAMED A TOP U.S. SCHOOL IN HELPING STUDENTS IMPROVE EARNINGS, EMPLOYABILITY
STRATEGIC PLAN
Redesign implemented by Fall 2015 and
As reported at the State of the University Address, Carlow will see a slight decline
A recent survey of more
in enrollment for the 2014-2015 academic
than 1,200 colleges ranks
year. The strategic plan, Transforming Lives,
Carlow University 69th in the
Transforming Our World, ensures alignment
nation in terms of helping
with all that we do in our administrative
its students improve their
divisions, colleges and departments and
earnings and attain quality
encourages
employment after graduation.
University. This is an exciting time for
Educate To Career’s (ETC)
Carlow, as we embark together on a path to
College
becoming a thriving institution. As we begin
Rankings Index ranked four-year colleges and
the implementation of the strategic plan, we
universities with more than 1,000 students,
will be focusing on the five thematic areas and
based on earnings and employability attained
strategic plan priorities for the upcoming year.
newly
released
by their graduates. Carlow’s ranking in the top six percent (Carlow is the only Pittsburgh institution listed in the top 100) sends a
collaboration
across
the
Accelerate Growth • Plan Priorities: Plan Enrollment, Diversify
increase the average number of internships completed by graduates of all types Innovate through Partnerships • Plan Priority: Grow Partnerships • Key measures include: Number of new articulation agreements and workforce development agreements ready for Fall 2015 Create Transforming Environments • Plan Priority: Realign the Master Plan • Key measures include: Completion of the University Commons project by August 15, 2015 It is critical that we have a team that can provide
strong message about the economic value of
Programs and Formats, Enhance Brand and
a high level of oversight for the implementation
investing in a degree from our University. It
Expand Enrollment
and be champions for the priority areas of
is also a testament to the dedication of our faculty and staff to ensure the University’s
the plan the institution is focused on this • Key measures include: Number of new
year. As a result, a Strategic Effectiveness
commitment to provide our students with a
programs that will be ready for Fall 2015
Team has been established. It will replace
transformational education.
recruitment, number of new programs
the Institutional Effectiveness Committee
under development for Fall 2016
and serve as a successor from the strategic
recruitment, increase in the number of
planning group that led the development last
students enrolled in programs receiving
year. It is important to have representation
targeted marketing and increase in total
from across the University community, but
enrollment (broken down by traditional,
also to have some continuity from the Strategic
adult, and graduate students) for Fall 2015
Planning Steering Committee, the Institutional
For its rankings, ETC — a nonprofit organization based in California that provides outcomefocused college-planning tools for high school students
and
their
parents—determined
which universities did the best job of preparing students to find well-paying jobs in their fields after graduation. The ETC index considered the
Build Financial Health
academic profile of students when they enter, the total costs related to attendance, and their
• Plan Priority: Increase Fundraising
success upon entering the labor market and measures each school’s ability to improve
• Key measures include: Increase the Carlow
the employability and earnings power of their
Fund and increase in the percentage of
students. ETC compiled information from 55
alumni donors
sources from various government agencies and data including school, major, occupation, salary, percentage of graduates employed within their field of study, number of years to graduation, net tuition, and loan default rates.
Effectiveness Committee and individuals who participated on theme teams. The Strategic Effectiveness Team reports directly to the President. Members are: Anne Candreva, MEd (Chair), Erin Bridgen, Deanne D’Emillio, JD, Carol Descak, MEd, David Gallagher, PhD, Emily Martin, MA, Diane Matthews, PhD, Carey Libertini, Allyson Lowe, PhD, and Amy
Optimize Learning
Schnarrenberger.
• Plan Priorities: Foster Distinctive Learning
Specific Changes
and Elevate Experiential Learning • Key measures include: Core Learning
• Establish and ensure that processes are followed for plan implementation,
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