CLP - Spring 2014 strategic scorecard

1

2013-2016 S T R AT E G I C P L A N CAREER & LEADERSHIP PROGRAMS

Warrington College of Business AdministrationHeavener School of Business

University of Florida

2

CLP Mission, Vision & ValuesMission StatementWe encourage the personal and professional development of our students through knowledge and experiential opportunities that enhance their undergraduate experience and beyond.

Vision StatementThe Office of Career and Leadership Programs is nationally recognized for the leadership development of undergraduate business students. Through the practice and development of essential leadership skills, our students are prepared and equipped for success in the global market place.

ValuesIn every program, interaction and event we uphold the following values:

Student CenteredStudents are at the heart of everything we do

LeadershipWe create opportunities that focus on the development & enhancement of our students’ leadership skills

ExcellenceWe conduct all interactions and programs with excellence and integrity

Professional Development & Personal GrowthWe challenge students to continually strive for self-improvement through

personal growth and professional development opportunities

Building CommunityWe create a personal connection to the Heavener School of Business byfostering strong relationships and providing networking opportunities

3

Strategic PrioritiesStudent EngagementObjective # 1: Engage 1,400 participants through CLP initiatives each year.Objective # 2: Engage 50% of non-Warrington Welcome freshmen through CLP initiatives.Objective # 3: Graduate LDP Participants at the following levels each year:

• Introductory Level 150 graduates• Intermediate Level 100 graduates • Advanced Level 50 graduates

Objective # 4: Create programming geared toward summer activities, specifically for the Innovation Academy students.

PromotionObjective # 1: Promote the CLP initiatives through print media: posters, flyers, handbills,

syllabi and other specialty promotional items.Objective # 2: Promote the CLP initiatives through social media: Facebook, Twitter, LinkedIn,

Instagram and other electronic communication channels.Objective # 3: Promote the CLP initiatives through video and other forms of multimedia.Objective # 4: Promote the CLP initiatives through face-to-face interactions, information

sessions, class presentations and through other student organizations.

Career DevelopmentObjective # 1: Conduct career development workshops and enhance career development

opportunities provided through CLP initiatives.Objective # 2: Provide career and life coaching to CLP advisory board leaders to help them

achieve 100% definitive post-graduation plans.Objective # 3: Create and maintain a CLP alumni database consisting of their previous CLP

activities, internship companies and current employers.

Conference PresentationsObjective # 1: Conduct research and present findings through conference presentations and

research publications in scholarly journals.

4

Objective # 1 - Engage 1,400 participants through CLP initiatives each year

Students FirstStrategic Priority: Student EngagementWe define engagement as involvement in any CLP initiative, participating in the Leadership Development Program (LDP), serving on an advisory board, attending a CLP workshop or

meeting one-on-one with a CLP staff member for career and leadership advising.

Implementation Strategies:• Track 1x1 meetings with CLP staff for each semester• Increase 1x1 traffic with CLP staff through advising sessions, LDP consultations and

career development sessions• Graduate 50 Heavener Leadership Challenge (HLC) participants each fall and spring

and graduate 30 HLC participants during the summer session• Reach capacity for every CLP initiative (BUMP, Enactus, FLA and HLC)• Enroll 300 students in the LDP each year• Develop and conduct career workshops each semester

Objective # 2 - Engage 50% of non-Warrington Welcome freshmen with CLP initiatives

Implementation Strategies:• Track involvement of non-Warrington Welcome students through tracking program• Develop a workshop targeted for non-Warrington Welcome students• Develop targeted marketing material for non-Warrington Welcome students• Promote and track 1x1 advising sessions with non-Warrington Welcome students

Objective # 3 - Graduate Leadership Development Program participants at the followinglevels each year:

• Introductory Level 150 graduates• Intermediate Level 100 graduates • Advanced Level 50 graduates

Implementation Strategies:• Assign current & new LDP participants to specific Leadership Ambassadors through

groups for tracking and continual follow up• Develop specific marketing tools and strategy for the LDP• Conduct 1x1 meetings between graduating LDP participants and CLP staff members• Refine and develop new LDP tracking system and Sakai enrollment• Manage 150 or more 1x1’s for CLP staff each semester

5

Students FirstObjective # 4 - Create programming geared toward summer activities, specifically the

Innovation Academy students

Implementation Strategies:• Conduct a focus group and needs assessment from current summer students• Develop and launch Heavener Leadership Challenge for summer students• Conduct a focus group to assess need for additional programming beyond the HLC• Conduct 1x1 meetings with Summer B first semester admit students

6

MarketingStrategic Priority: Promotion

Objective # 1 - Promote the CLP initiatives through print media: posters, flyers, handbills,syllabi and other specialty promotional items.

Implementation Strategies:• Develop new graphic identifiers for each CLP initiative and brand• Develop and update promotional posters for each CLP initiative - updated monthly• Maintain an updated CLP brochure for events and use by the academic advising team• Establish a consistent look for print material, updated each year as necessary

The promotional efforts of the Office for Career & Leadership Programs need to be enhanced, assessed and updated on a regular basis in order to accurately meet the needs of our constituents and the evolving needs of the undergraduate business student.

Objective # 2 - Promote the CLP initiatives through social media: Facebook, Twitter,LinkedIn, Instagram and other electronic communication channels.

Implementation Strategies:• Develop regularly updated Facebook pages for each CLP initiative• Increase followers for social media accounts related to CLP by 50%• Conduct social media campaigns throughout each semester for all CLP initiatives• Promote 50 academic and research related articles through CLP channels

7

MarketingObjective # 3 - Promote the CLP initiatives through video and other forms of multimedia.

Implementation Strategies:• Develop and promote new videos for each CLP initiative• Broadcast videos on UF Heavener YouTube channel and other platforms• Enhance the CLP brand awareness through personal stories and videos from students

Objective # 4 - Promote the CLP initiatives through face-to-face interactions, informationsessions, class presentations and other student organization presentations.

Implementation Strategies:• Maximize face-to-face marketing through events such as Warrington Wednesdays,

Spring Carnival, Warrington Welcome, and student organizations• Conduct an information session every fall with over 100 student participants• Promote product placement of students in CLP initiatives throughout the WCBA• Enhance student satisfaction by 25% as rated through the semester CLP survey


8

Career DevelopmentStrategic Priority: Career Skills

Objective # 1 - Conduct career development workshops and enhance career developmentopportunities provided through CLP initiatives.

Implementation Strategies:• Conduct one career workshop each semester partnering with alumni and employers• Assess learning and how career workshops enhance the student experience• Catalogue and map career development efforts from each CLP initiative• Develop new programs targeted towards areas of growth as noted through assessments

and surveys

Career Development is central to the mission and vision of the Career & Leadership Programs Office. We define career development as professional development experiences such as resume workshops, mock interviews, dress for success sessions, career exploration advice, mock case

interview sessions and other opportunities focused on developing core career skills.

Objective # 2 - Provide career and life coaching to CLP advisory board leaders in order tohelp them achieve 100% definitive post-graduation plans.

Implementation Strategies:• Create a system to track progress and goals of CLP advisory board members• Conduct 1x1 coaching sessions with each board member twice a semester• Research and educate CLP staff on best practices for conducting career coaching

Objective # 3 - Create and maintain a CLP alumni database consisting of previous CLPactivities, internship companies and current employers.

Implementation Strategies:• Conduct CLP internship survey each semester• Develop an ongoing involvement database for every Heavener student in

CLP initiatives • Coordinate database efforts with alumni affairs and the Warrington LinkedIn account

9

Strategic Priority: Conference Presentations

Objective # 1 - Conduct research and present findings through conference presentations andresearch publications in scholarly journals.

Implementation Strategies:• Submit presentation proposals for each of the following academic conferences:

• NASPA-FL• NASPA Region III• NASPA Annual Meeting• Leadership Educators Institute (NASPA biennial conference)• National Undergraduate Business Schools Symposium• Association of Leadership Educators• International Leadership Association

• Target publications for the following scholarly journals:

• Journal of Student Affairs Research and Practice (NASPA)• Journal of College and Character (NASPA)• Journal of Leadership Education (ALE)

The CLP Office is a nationally known for providing excellent training and development opportunities for our undergraduate business students. Our students are highly sought after for their professional poise, essential leadership skills, and their ability to be emerging leaders in the global market place. Through the success of our programs, CLP is nationally recognized not only by employers, but also through various educational consortia such as the National Undergraduate Business Schools Symposium, the National Association of Student Personnel Administrators, and the International Leadership Association.

National Recognition

Strategic Priority: Student EngagementObjective Implementation Strategies Responsible

PartiesFall 2013

Spring 2014

Fall 2014

Spring 2015

Fall 2015

Spring 2016

Target Goal

Engage 1,400 participants through CLP initiatives each year

Track 1x1 meetings with CLP staff for each semester

Student Assistants See 1x1 Scorecard

Increase 1x1 traffic with CLP staff through advising sessions, LDP consultations and career develop-ment sessions

Entire CLP Team314 1x1 sessions

472 1x1 sessions

Graduate 50 Heavener Leadership Challenge (HLC) participants each fall and spring and graduate 30 HLC participants during the summer session

Assistant Director (1)

8 HLCGraduates

38 HLCGraduates

Reach capacity for every CLP ini-tiative (HLC, FLA, BUMP, Enactus)

Entire CLP Team —51% of

capacity

Enroll 300 students in the LDP each year

Entire CLP Team33 new

students enrolled

39 new students enrolled

Develop and conduct career workshops each semester

Director &Assistant Directors — —

10

Strategic Priority: Student EngagementObjective Implementation Strategies Responsible

PartiesFall 2013

Spring 2014

Fall 2014

Spring 2015

Fall 2015

Spring 2016

Target Goal

Engage 50% of non-Warrington Welcome freshmen with CLP initiatives

Track involvement of non-War-rington Welcome student through tracking program


97 non-WW students involved

91 non-WW students involved

Develop a workshop targeted for non-Warrington Welcome students

Assistant Director (2) — —

Develop targeted marketing mate-rial for non-Warrington Welcome students


Promote and track 1x1 advising sessions with non-Warrington Welcome students

Student Assistants1x1

meetings: 33

1x1 meetings:

38

Graduate LDP participants at the following levels each year:

L1 - 150 graduatesL2 - 100 graduatesL3 - 50 graduates

Assign current and new LDP participants to specific Leadership Ambassador groups for tracking and continual follow-up

Student Assistants Accomplished

Develop specific marketing tools and strategies for the LDP

Director Accomplished

Conduct 1x1 meetings between graduating LDP participants and CLP staff members

Director and Assistant Directors

Beginning Spring ‘14

Conducted 5 1x1

Meetings

Refine and develop a new LDP tracking system and online enroll-ment management tool (Sakai)

Student Assistants and Assistant Director (1)

Accomplished

Manage 150+ 1x1 LDP meetings for CLP staff each semester

Student Assistants — 5 meetings

11

Strategic Priority: Student Engagement

CLP Scorecard

Objective Implementation Strategies Responsible Parties

Fall 2013

Spring 2014

Fall 2014

Spring 2015

Fall 2015

Spring 2016

Target Goal

Create program-ming geared toward summer activities, specif-ically the Inno-vation Academy students

Conduct a focus group that assesses the needs of current summer students

Director Accomplished

Develop and launch the Heavener Leadership Challenge for summer students

Assistant Director (1) Accomplished

Conduct a focus group to assess the needs for additional programming beyond the HLC

Assistant Director (1) — Summer

2014

Conduct 1x1 meetings with Summer B 1st semester admit students

CLP Staff — Summer 2014

CLP Initiatives Fall 2013

S p r i n g 2014

2013 - 2014Total

Fall 2014

S p r i n g 2015

Fall 2015

S p r i n g 2016 Target Goal

WW Peer Leaders 26 4 27 25WWC 9 8 9 10LDP Registrants 125 97 172 300 LDP Intro Completed 6 14 14 150LDP Intermediate Completed 0 5 5 100LDP Advanced Completed 0 3 3 50Leadership Ambassadors 7 12 13 15BUMP Mentees 45 50 81 40

12

CLP Initiatives Fall 2013

S p r i n g 2014

2013 - 2014Total

Fall 2014

S p r i n g 2015

Fall 2015

S p r i n g 2016 Target Goal

BUMP Mentors 45 46 66 40BUMP Advisory Board 10 10 10 10Florida Leadership Academy 102 90 90 100FLA Mentors 20 20 20 20FLA Advisory Board 21 19 21 20Heavener Leadership Challenge — 38 38 130HLC Facilitators 8 7 8 10Enactus Volunteers — — — 55Enactus 42 37 52 45CLP Programs Total 466 460 466 1120

WorkshopsCLP Info Session/1st Year Symposium 27 42 68 200Career Workshop — — — 30Executive Board Retreat 61 99 132 200Workshops Total 88 141 200 430

1x1 MeetingsLisa D’Souza 84 108 192 250Leanna McClennan 5 8 13 —Maura McCool 21 76 97 100Dave Sullivan 89 187 276 250Horace Tucker 148 123 271 2501x1 Meetings Total 347 502 849 850

Warrington WelcomeEnrolled WW Freshman 706 76 iA 782 80% of FreshmanNon-WW Freshman 443 21 iA 464 20% of Freshman

Unique Student ParticipantsNumber of Unique Students 486 506 688Participation Total 901 1103 1515

13

Strategic Priority: PromotionObjective Implementation

StrategiesR e s p o n s i b l e

PartiesFall 2013

Spring 2014

Fall 2014

Spring 2015

Fall 2015

Spring 2016

TargetGoal

Promote CLP initiatives through print media: posters, flyers, hand bills, syllabi and other specialty promotional items.

Develop new graphic identifiers for each CLP initiative and brand Design Team Accomplished

Develop and update promotional posters for each CLP initiative - up-dated monthly

Assistant Director (1) BUMP Accomplished

Assistant Director (1) Enactus Accomplished

Assistant Director (1) FLA In progress In progress

Assistant Director (1) HLC Accomplished

Assistant Director (1) LDP/LA Accomplished

Assistant Director (1) WW In progress In progress

Maintain an updated CLP brochure for events and use by the academic advisors and career coaches

Student Assistants 2013-2014Accomplished

Establish a consistent look for print material, updated each year as nec-essary

CLP Staff & Design Team

2013-2014Accomplished

Promote CLP initiatives through social media: Face-book, Twitter, Linke-dIn, and otherelectronic communication channels.

Develop regularly updated Facebook pages for each CLP initiative

Student Assistants & Advisory Boards Accomplished

Increase followers for social media accounts related to CLP by 50%

Student Assistants & Advisory Boards

See social media

scorecard

See social media

scorecard

Conduct social media campaigns throughout each semester for all CLP initiatives

Student Assistants — —

Promote 30 academic and research related articles through CLP channels each semester

CLP Staff & Student Assistants

— —

14

Strategic Priority: Promotion

15

Objective Implementation Strategies

R e s p o n s i b l e Parties

Fall 2013

Spring 2014

Fall 2014

Spring 2015

Fall 2015

Spring 2016

TargetGoal

Promote CLP initiatives through video and other forms of multimedia.

Develop and promote new videos for each CLP initiative

Student Assistants & Advisory Boards

LA & Enactus LDP

Broadcast videos on UF Heavener YouTube channel and other platforms

Student Assistants & Advisory Boards In Progress In Progress

Enhance CLP brand awareness through personal stories and videos from students

Advisory Boards In Progress In Progress

Promote CLP initiatives through face-to-face interactions, information sessions, class presentations and other student organization presentations.

Maximize face-to-face marketing through events such as Warrington Wednesdays, Spring Carnival, Warrington Welcome, and student organizations

CLP Staff & Advisory Boards

Focus: Warrington Wednesdays

Focus: Spring

Carnival

Conduct an information session every fall with over 100 student participants Program Assistant 27

Students — — — 100

Enhance student satisfaction by 25% as rated through the semester CLP survey

CLP Staff

33% Extremely Satisfied

48%Satisfied


47%Satisfied


20%Satisfied

Social Media ScorecardCLP Initiative

Social Media

Account

Responsible Parties

Fall 2013

Spring 2014

Fall 2014

Spring 2015

Fall 2015

Spring 2016

T a r g e t Goal

Facebook Student Assistants & Advisory Boards 190 Likes 219 Likes

Twitter Student Assistants & Advisory Boards 80 Followers 83 Followers

Facebook Student Assistants &

Advisory Boards 327 Likes 440 Likes






Facebook Student Assistants & Advisory Boards — —

Twitter Student Assistants & Advisory Boards — —


Twitter Student Assistants & Advisory Boards — —

16


Strategic Priority: Career SkillsObjective Implementation Strategies Responsible

PartiesFall 2013

Spring 2014

Fall 2014

Spring 2015

Fall 2015

Spring 2016

Target Goal

Conduct career development workshops and enhance career development opportunities provided through CLP initiatives

Conduct one career workshop each semester partnering with alumni and employers

Various CLP Staff Members — Researching

opportunities

Assess learning and how career workshops enhance the student experience


Catalogue and map career development efforts from each CLP initiative Director — —

Develop new programs targeted towards areas of growth as noted through assess-ments and surveys

Assistant Director (2) HLC HLC

Summer

Provide career and life coaching to CLP advisory board leaders in order to help them achieve 100% definitive post-graduation plans.

Create a system to track progress and goals of CLP advisory board members

Assistant Director (1) In progress In progress

Conduct 1x1 coaching sessions with each board member twice a semester CLP Staff — In progress

Research and educate CLP staff on best practices for conducting career coaching

AACC Director — —

Create and maintain a CLP alumni database consisting of previous CLP activities, internship companies, and current employers.

Conduct CLP internship survey each semester


77 student respondents —

Develop an ongoing involvement data-base for every Heavener student involved in CLP initiatives


Developed, launching Spring ‘14

Initial reports

developed

Coordinate database efforts with alumni affairs and the Warrington LinkedIn account

Director Beginning Spring ‘14

bio-reports submitted to alumni

affairs

17

Strategic Priority: Conference PresentationsObjectives Implementation Strategies Responsible

PartiesFall 2013

Spring 2014

Fall 2014

Spring 2015

Fall 2015

Spring 2016

Target Goal

Conduct research and present findings through conference pre-sentations and research publica-tions in scholarly journals.

Submit presentation proposals for each of the following academic conferences

NASPA-FL (fall semester) CLP Staff BUMP Presentation —

NASPA Region III (summer semester) CLP Staff — WWPresentation

NASPA Annual Meeting (spring semester) Director No submission —

Leadership Educators Institute (NASPA biennial conference)

Assistant Director (1) —

Call forPrograms

July 31, 2014

LEI inDecember, 2014

— — Call forPrograms

National Undergraduate Business SchoolsSymposium

Director — —Call for

programs: Austin, TX

University of Texas

Association of Leadership Educators CLP Staff — —

International Leadership Association CLP Staff — —

Target publications for the following scholarly journals:Journal of Student Affairs Research and Practice — —

Journal of College and Character — —

Journal of Leadership Education — —

18

19

20

Get Social

Warrington College of Business AdministrationHeavener School of Business


Facebook.com/HeavenerSchool Twitter.com/HeavenerSchool

Documents

CLP - Spring 2014 strategic scorecard