2014 09 quarterly update

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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,

JOIN THE CARLOW COMMUNITY ONLINE! office of the president

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