Strategic Plan 2018-2023
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Introduction The new Strategic Plan 2018-2023 builds on the successes of the preceding plan. The University has made significant progress on all and accomplished many of the goals outlined in the 20132018 Five Year Plan, including stabilizing enrollment and enhancing academic credentials in the entering classes (3.51 to 3.64 high school GPA). Four-year graduation rates increased 5% over the life of the Plan, from 49% of the first-time cohort entering in fall 2009 to 54% of the cohort entering in fall 2014 (peaking at 55% of the cohort entering in fall 2013), and the University achieved a 64% six-year graduation rate of the cohort entering in fall 2010 (goal of 65%; achieving 63% in the final year of the Plan, cohort entering fall 2012). First-year retention increased 4% from 78% for class entering in 2012 to 82% for the classes entering in both fall 2015 and fall 2017, although not yet achieving the goal of 85%. New graduate programs were introduced during the past plan, as was a new school, the Hofstra Northwell School of Graduate Nursing and Physician Assistant Studies. Faculty were added in areas of high demand and to fill curricular gaps and the student to faculty ratio fluctuated between 13 and 14:1 for the duration of the Plan, with a student to faculty ratio of 13:1 in the final year. The goal of enhancing technology in all the general usage classrooms was achieved, as was the implementation of completely renewed technology in buildings that were renovated. In physical facility enhancements, the five-year renovation of residential towers and townhouses was completed along with the new School of Medicine building. A new state-of-the art building for the Frank G. Zarb School of Business will be completed this winter, featuring a behavioral laboratory for marketing research, incubator for the Center for Entrepreneurship, student lounges and club space, meeting and study rooms as well as faculty and administrative offices. And during a time of significant challenges confronting higher education, the University received an upgrade from Moody’s from A3 to A2, and completed its Capital Campaign raising over $230 million, largely for scholarships. The University has remained fiscally responsible, controlling and reducing costs where feasible, and making strategic investments in academic initiatives, and in capital enhancements.
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The Hofstra Strategic Plan 2018-2023 The Hofstra Strategic Plan 2018-2023 is a shared vision guided by goals generated within the schools and administrative areas as prioritized through assessment, fact-finding, and meetings with deans, faculty, the president and his cabinet. Aligned with the Middle States SelfStudy, the Plan was also informed by discussion with the Middle States Steering Committee, the full Middle States committee, and other committees and stakeholders, and was presented to the full Board of Trustees. In the 2018-2023 Plan, goals remain ambitious but realistic, and include the themes of: •
supporting student development and success both in and outside of the classroom and increasing retention and graduation rates
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facilitating teaching, learning, and scholarly excellence by supporting faculty and providing new opportunities for students to learn and grow
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enhancing Hofstra’s culture of diversity, inclusion, and globalization with respect and opportunity for all members of our community
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continuing to enhance reputation and communicate Hofstra’s value and successes, by highlighting all the achievements of our community members
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operating sustainably through prudent fiscal management and increased fundraising.
Plan initiatives will be funded through the redeployment of current resources where feasible, through strategic expense reductions and through anticipated additional revenue streams from new graduate programs and, over time, growth in international student enrollment. Because of the speed with which changes are occurring in higher education, the Plan will be reviewed annually and revised as necessary as a dynamic, living document, to take advantage of new opportunities and address new challenges.
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GOAL I:
SUPPORT STUDENT DEVELOPMENT AND SUCCESS Hofstra is committed to recruiting and enrolling well-qualified students from diverse backgrounds and experiences and to helping these students achieve both academic success and personal growth and development. During the last five-year plan, a Center for Academic Excellence was created and centrally located in the Library to support students, notably those most at risk, and to provide enhanced supplemental instruction, study skills and tutoring; EAB Student Success Connect was implemented to facilitate communication between students, advisors, and faculty about academic progress and issues; advisors across Student Affairs and Academic Affairs share up-to-date records of advising in support of student success; the midsemester advisory and earlier academic feedback and resources were provided to assist students; and stronger supports were provided for specialized populations and the broader Hofstra community. During this plan, there will be a continued focus on student growth and academic success. Hofstra will continue to transform the student experience, providing as personal an experience as possible, through building small, supportive communities with new opportunities for students to integrate and engage in small groups. Additional support will facilitate student success, including enhanced tutoring and mentoring. As students achieve greater social engagement and academic success, they are more likely to persist and to graduate. Over the five years of the Plan, the goal is to increase first-year retention by five percentage points and to increase the four and six-year graduation rates by five percentage points over the benchmark of Fall 2017.
INITIATIVES: • •
Invest in recruitment initiatives to recruit the best possible students and enhance financial aid through fundraising for additional scholarship support Leverage data analytics to study roadblocks to student success, including looking at key gateway courses, particularly in pre-med and other STEM areas, promptng curricular modification or course sequencing to maximize student learning and academic success,
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and leveraging the predictors of students at-risk into enhanced early outreach and proactive support Enhance advising, particularly for students at-risk, including offering more advising and programming across campus in key locations Invest in high impact practices to support student success, including initiatives such as Faculty in Residence, Discovery Program, peer mentorship, community service opportunities, peer teaching, work-study employment, and study abroad Invest in additional counseling staff in the Student Health and Counseling Center and expand wellness programming Expand the use of tutors and alumni mentors to help students in their academics, navigating Hofstra, and planning for life after college Develop further leadership training for students, including a student leadership development certificate program, and provide opportunities for students to take on additional leadership role Enhance partnerships between the Career Center, faculty, alumni, and businesses for internships, co-ops and placement after graduation
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Measures: • • • • • • • • • • •
One-year retention rates of full-time First-Year students Four and six-year graduation rates of full-time First-Year students Academic credentials of entering students, including high school GPA and standardized test scores, where available Placement rates of recent graduates Usage of the Center for Academic Excellence (CAE) New retention initiatives and assessment New initiatives to improve the student experience and assessment Overall student satisfaction as measured by the annual Student Satisfaction Survey Health and wellness programming attendance and quality Implementation and assessment of high impact practices Tracking student leadership initiatives
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GOAL II:
FACILITATE TEACHING, LEARNING, AND SCHOLARLY EXCELLENCE Teaching and learning is at the heart of all that Hofstra undertakes. During the course of the last five-year plan, Hofstra provided new startup funding for faculty research; reviewed and added new academic programs; created a new Center for Entrepreneurship which launched a very successful student incubator, venture challenge competition and student-run record label; reorganized several large academic divisions to provide more integrated, cohesive, and distinct programs; and performed significant renovations to academic physical facilities (Big Data and Robotics labs, expanded space for the DeMatteis School of Engineering & Applied Science, renovation of the Adams Playhouse, high-definition equipment for the Herbert School of Communication, and constructed a new building for the Zarb School of Business). Hofstra added professional co-op programs in the DeMatteis School of Engineering and the Zarb School of Business, focused on systematically measuring student outcomes after leaving Hofstra, and created a student-managed investment fund in the Zarb School of Business. During the life of this Plan, the goals include continuing to enhance the academic experience both in and out of the classroom. Innovation in teaching and cross-discipline study, reviewing curricula and programs, and student and faculty research will be further encouraged. Technology will be leveraged to further facilitate student learning, and new forms of learning and credentialing will be sought. Review and revision of the schedule of classes and scheduling processes will increase efficient use of classroom capacity, reduce under-enrolled classes, and better facilitate scheduling that meets student needs. And, recognizing the unique opportunities of being in the New York metropolitan area and the professional focus of several of our undergraduate and graduate programs, Hofstra will continue to seek out and emphasize experiential learning opportunities, and internships to provide opportunities for deeper learning and greater understanding to our students.
INITIATIVES •
Enhance undergraduate and graduate programs though regular program review and assessment, including examination of curricula to ensure currency and delivery of high quality programs to students, and promotion of interdisciplinary offerings
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Enhance experiential learning opportunities for students Support faculty in pedagogical innovation Enhance faculty and student research Deploy technology to support teaching and learning in innovative ways Add new graduate programs in areas of student demand and labor market opportunities, including a possible physical therapy program Renovate or add academic space as needed, including the construction of a new building for the DeMatteis School of Engineering & Applied Science, and the redeployment of existing engineering space to meet other facility needs Expand online and hybrid offerings strategically, notably in graduate programs and in January and Summer sessions for undergraduates Explore new accelerated programs, certificates, retraining programs, and different forms of credentialing (e.g. badges) to provide new career-focused programs Examine and modify classroom scheduling to better meet student needs Continue to allocate faculty lines to meet student needs, particularly in areas of high student demand or to ensure ongoing quality of the curriculum Explore space in New York City for possible program offerings and meeting and event space, to be supported by fundraising
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Measures: • •
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Annual academic programs reviewed and implementation of recommendations Monitor and analyze data including the number of alerts, mid-semester advisory participation rate, outreach through CUA and CAE, number of students at risk and subsequent action plans and outcomes Track the use of enhanced technology in teaching and new and renovated technology facilities for academics Number of online and hybrid graduate offerings and student enrollment and assessment Number of grants submitted, funding received, and resulting faculty product Changes and additions to the physical facility for academics Number of courses with experiential learning Students engaged in undergraduate and graduate research, attending academic conferences and publishing in academic journals
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GOAL III:
ENHANCE DIVERSITY, INCLUSION, AND GLOBALIZATION Recruiting and retaining a highly qualified and diverse academic community of students, faculty, staff and administrators is central to Hofstra’s mission. Over the course of the last Plan, student racial and ethnic diversity has increased, as has enrollment from outside our immediate geography and outside the United States. Faculty diversity also increased slightly, despite low turnover among faculty. The University undertook a broad Campus Climate Survey and also completed the ACE Internationalization Lab and is implementing recommendations, including the appointment of a senior administrator to promote greater globalization and the creation of a new Center for “Race”, Culture and Social Justice. The Intercultural Engagement and Inclusion department was created in Student Affairs, working closely with students of color and LGBTQ+ students, including enhanced student programming, peer connections and new commencement celebrations for these students each spring. Task Forces completed campus assessments of LGBTQ+ life, access for students with disabilities, and first-generation college students. The Zarb School of Business launched a joint degree program with Dongbei University and additional international student exchange opportunities were provided. And, the Division of Student Affairs was restructured to provide more support to diverse student groups and international students. The goal for this Plan is to redouble efforts to recruit and retain a diverse group of students, faculty and administration measured by all characteristics and to continue to enhance the University’s welcoming environment for the entire community. Through an agreement with a pathway provider, international recruitment will be enhanced with the goal of increasing enrollment of international students over time.
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Implement new strategies and initiatives to create broad well-diversified pools of qualified applicants for faculty and administrative positions Invest in a Chief Diversity and Inclusion Officer to coordinate the many initiatives already in place and to implement and monitor new initiatives to promote diversity and inclusion in all aspects of University life, including hiring and retention
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Deploy student support initiatives that celebrate student ability and diversity, recognizing the strengths of each individual and their contribution to the Hofstra community Implement recommendations from the Campus Climate Survey and further review of findings from the various task force reports Implement a pathway program to enhance recruitment and enrollment of international students and to enhance support for these students Broaden study abroad and away opportunities at Hofstra, whether through Hofstra directly or other institutions of higher learning Develop new international exchange programs
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Measures: • • • • • • • •
Student diversity, including gender, racial/ethnic, geographic, economic and first generation diversity Number of international students and countries represented Faculty diversity, including gender and racial/ethnic Total employee diversity, including gender and racial/ethnic Number of programs and events focusing on diversity and inclusion Number and quality of student initiatives around diversity and inclusion Number of students studying abroad and away Participation of students in international exchanges
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GOAL IV:
ENHANCE REPUTATION AND COMMUNICATE HOFSTRA’S VALUE AND SUCCESSES Hofstra’s reputation has always been and continues to be the culmination of high quality academic experiences. During the last Plan, Hofstra gained national prominence by becoming the only institution to host three consecutive Presidential Debates, being recognized in a variety of national rankings, a Most Promising Place to Work in Student Affairs, and as a Great Place to Work by the Chronicle of Higher Education every year of the Plan. Work to enhance reputation and brand included hosting prominent speakers on a wide range of topics; promoting our faculty, students and research on the national stage; and upgrading our reporting of student outcomes and successes to tell the Hofstra story. Over the life of this Plan, Hofstra will continue to invest in high quality academic programs and develop destination and niche programs that leverage the University’s strengths, as detailed in Goal II. The University will spread the word about these successes in ways that best communicate Hofstra’s story and cause national and global recognition to grow. Communication of our value and outcomes will also be heightened for prospective students and parents, current students, alumni and external markets. We will also review our website periodically and continually work to improve our presence. Hofstra’s digital footprint, including the website, social media, and emerging media, will continue to be reviewed and enhanced.
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Enhance campus programming to bring in known, interdisciplinary public intellectuals, in consultation with faculty and student leaders, to further Hofstra’s reputation Create best-in-practice digital marketing across all academic degree and non-degree programs
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Involve successful alumni in career development and share success stories with students and the broader community Enhance communication of Hofstra students’ post-graduation success at the school and department levels through detailed, dynamic websites using current data and stories of graduate success Implement more visual and interactive tools to communicate stories about Hofstra experiences and outcomes that provide evidence of value Continue to integrate more analytical tools into the measurement and tracking of marketing Redesign undergraduate and graduate program websites and undertake continuous review and improvement. Quantitatively measure brand reputation and attributes periodically Communicate to opinion leaders and influencers including elected officials, leaders and employers in graduate program disciplines and guidance counselors Create better internal system of sharing content and stories so all department communicators use success stories and branded communications
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Measures: • • • • • • • • •
Initiatives to communicate about graduates’ success Initiatives to enhance communication of value Number of faculty, student and alumni quotes and citations in media Number of citations in media of University initiatives and programs Number of referrals through Google Analytics Tracking of digital marketing/advertising ROI through conversion to enrollment Tracking of faculty, student, and alumni honors and awards Partnerships with national and international institutions and organizations Market research on Hofstra’s brand and reputation
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GOAL V:
OPERATE SUSTAINABLY THROUGH PRUDENT FISCAL MANAGEMENT During the last five years, the University continued to substantially strengthen its financial condition while making significant investment in students, faculty, staff, programs, and facilities. While steadily improving over the last fifteen years, the past fiscal years have been financially strong, with strong investment earnings and operating margins, record private giving, growth in net tuition revenues, favorable terms and modest debt issued, an upgrade and reaffirmation of A level debt ratings, all while controlling expenses to modest growth. This financial strength is particularly noteworthy during a time of great challenges for the higher education industry, particularly in New York and the northeast. Financial resources have grown significantly, with modest growth in long-term debt. Through ongoing analyses and assessments, the University fully understands its financial strengths and challenges, and has responded with flexibility to address challenges such as the recession and its aftermath. For the next five years, as the number of high school graduates in the Northeast continue to decline, competition intensifies, the international market is challenged, and New York offers free tuition under the Excelsior Program, it will be essential that the University continues to explore new revenue opportunities and moderate expenses growth, consistent with the University’s mission.
INITIATIVES •
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Explore new revenue opportunities where there are synergies with Hofstra’s current strengths and positioning, including exploration of an international pathway program, opportunities to enhance Continuing Education programs and enrollment, as well as the introduction of new graduate programs, enhanced use of facilities for conference activity and corporate sponsorship, and enhancement of existing programs with growth potential Continue to explore opportunities to reduce expenses and expense growth through efficiencies, effective management of benefit programs, reorganization and cost containment in a manner that does not impact student success and is consistent with the mission Generate funding for student scholarships through fund-raising, and increase alumni giving participation rates Continue to enhance Hofstra’s physical facilities, with continued implementation of the Master Plan without significant increases in leverage Continue exploration of grants in support of capital facilities enhancements Build and maintain facilities for environmental sustainability, wherever possible
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Measures: • • • • • • • •
Fundraising activity including cash gifts, pledges, commitments, and new naming gifts Undergraduate alumni participation rate Endowment growth and relative investment performance Positive operating margins Growth in net tuition revenue Expense growth related to growth in net tuition revenue Enhanced utilization of classrooms, resulting from careful review and monitoring of classroom scheduling Facility enhancement, without excess leverage
HOFSTRA UNIVERSITY | Strategic Plan 2018-2023