Presented by:

Dr. Fred MaryanskiPresident

Dr. Lesley Di MareProvost

Mr. Lee YoungVice Provost for Enrollment Management and Student Services

Ms. Amsala JohnsonNSSA President

1(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 1 of 37

Nevada State College began a strategic planning initiative in Fall 2008 with a campus retreat.

As a result, an Institutional Strategic Planning Committee was appointed by the Provost to address the mandated objectives of the college.

2(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 2 of 37

Provost appointed committee with representation across the campus and community

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The College’s mission is to educate the next generation of professionals for the State of Nevada.

Serve as Nevada’s first middle-tier, four-year baccalaureate institution

Offer wide range of baccalaureate programs and selected Masters programs to meet general needs of the State of Nevada with special emphasis on nursing and education

Address Nevada’s needs for increased access to higher education

Promote partnerships with NSHE institutions and Nevada’s public school system

Assist students transferring from the state’s community colleges

4(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 4 of 37

NSC’s six strategic goals are overarching and flexible to allow the College to evolve while remaining committed to its iTeach values.

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Innovation

Teaching Excellence

Economic Development

Assessment

Customer Service

Heritage

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1. Advance academic programs

2. Increase retention, persistence, and graduation

3. Competitively position NSC within the local, state and regional market

4. Build a culture of community

5. Encourage and support an institutional and individual entrepreneurial spirit

6. Enhance technology and information literacy to educate faculty, staff and students in the use of print and electronic resources

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Goal 1: Advance our academic programs

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Strategy

Enhance NSC’s innovative core curriculum that prioritizes sustainability, critical thinking, and writing skills, fosters a sense of community among students, and generates enthusiasm for lifelong learning

Tactics

Appoint a General Education Taskforce to assess relevance and appeal of core curriculum to NSC students

Integrate diversity and social justice into core curriculum

Revise the First Year Experience (FYE) to improve retention and student engagement

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Strategy

Develop new degree programs that meet the needs and interests of our students and complement our state-wide mission

Tactics

Conduct surveys to determine student and community needs regarding degree pathways and professional goals

Develop and propose a School of Business

Propose and implement a mathematics degree

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Strategy

Assess major programs, individual courses, and the core curriculum

Tactics

Integrated Studies - Direct Measures

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Strategy

Elevate the quality of instruction by improving the performance of part-time instructors

Tactics

SOE PTI Mentoring

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Goal 2: Increase retention, persistence, & graduation

(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 13 of 37

Retention Rate

A measure of the rate at which students persist in their educational program at an institution, expressed as a percentage. For four-year institutions , this is the percentage of first-time bachelors (or equivalent) degree-seeking and full-time (enrolled in 12 or more semester hours) undergraduates from the previous fall who are again enrolled in the current fall. For all other institutions this is the percentage of first-time degree/certificate-seeking students from the previous fall who either re-enrolled or successfully completed their program by the current fall.

Persistent Rate

The percentage of first-time, bachelors degree-seeking and full-time (enrolled in 12 or more semester hours) undergraduates from a previous fall who are again enrolled in the current fall.

Graduation Rate

This annual component of Integrated Postsecondary Education Data System (IPEDS) was added in 1997 to help institutions satisfy the requirements of the Student Right-to-Know legislation. Data are collected on the number of students entering the institution as full-time, first-time, degree/certificate-seeking undergraduate students in a particular year (cohort), by race/ethnicity and gender; the number completing their program within 150 percent of normal time to completion; the number that transfer to other institutions if transfer is part of the institution’s mission. Prior to 2007, institutions who offered athletically-related student aid were asked to report, by sport, the number of students receiving aid and whether they completed within 150 percent of normal time to completion. Now, these institutions only need to report a URL where the athletic data is located on their website, when available. The GRS automatically generates worksheets that calculate rates, including average rates over 4 years.

14Integrated Postsecondary Education Data System (n.d.) IPEDS Glossary. Retrieved October 15, 2009 from http://nces.ed.gov/ipeds/glossary/(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 14 of 37

Strategy

Utilize the student data system to effectively recruit new and former students as well as retain current students

Tactics

Develop and analyze historical admissions reports (by week) to determine admissions trends for new freshmen and transfers by high schools, community colleges, colleges and/or universities

Utilize SAT and/or ACT Student Data Reports to enhance the pool of qualified freshman applicants

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Strategy

Increase the level of customer service provided to our students, their parents/guardians and, other stakeholders

Tactics

Review and assess the College’s articulation agreements and two + two programs to ensure a seamless transition for transfer students

Develop and implement programs and services (i.e. mentoring programs) that increase student engagement with faculty, staff, and other students

16(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 16 of 37

Strategy

Increase collaboration and engagement within key units, offices, and targeted external agencies that impact student enrollment

Tactics

Implement a communication campaign to convey the College’s enrollment management goals and objectives to the campus, alumni, and external supporters

Maintain good working relationships with major feeder high schools, community colleges, and workforce development agencies to facilitate the enrollment of future students

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Goal 3: Competitively position NSC within the local, state, & regional market

(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 18 of 37

Strategies

Develop, promote and manage Nevada State College’s brand

Tactic

Develop, launch, and sustain an institutional marketing campaign that captures and consistently conveys the College’s distinctiveness and personality

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Strategy

Develop an aggressive and contemporary marketing/advertising campaign that highlights the various “benefits and opportunities” available to current and prospective students

Tactics

Develop a new family of publications for marketing

Highlight faculty and their areas of expertise20(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 20 of 37

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Googling Nevada State College

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Goal 4: Build a culture of community

(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 25 of 37

Strategy

Increase underrepresented faculty, staff, and students and continue to create a more inclusive environment

Tactics

Promote NSC as an institution committed to diversity and inclusion Diversity requirement in Core Curriculum

Continue to support the Promise Scholarship for middle school students

Support for CDAC, Diversity Coalition, Heritage Center, and CEC26(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 26 of 37

Cameron's Story

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Strategy

Promote partnerships with statewide, regional, and national constituencies

Tactics

Continue offering distance learning educational opportunities through the School of Education in Northern Nevada (WNC)

Expand local Technology Fellows Program and Institute

Collaborate with CCSD to provide teachers with in-service training opportunities

28(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 28 of 37

Strategy

Develop a comprehensive Campus Master Plan that serves as a catalyst for a well planned and self-sustaining 21st

century campus

Tactics

Present the finalize Campus Master Plan to the Board of Regents in 2010

Secure funding for the nursing, education , and student services buildings in partnership with the NSC Foundation Board of Trustees

Sustainability initiatives - NSSA

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Goal 5: Encourage and support an entrepreneurial spirit

(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 30 of 37

Strategies

Encourage and reward creative utilization of institutional resources

Tactics

Encourage faculty and staff to obtain external funding through adequate training of grant-writing activities

Work with William Schulze, Director, Nevada EPSCoROffice

31(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 31 of 37

Strategies

Seek philanthropic gifts from private sources to expand and support NSC's outreach efforts

Tactics

Educate faculty, staff, and community on “Ways to Give” in support of academic programs, technology needs, facilities, student financial aid, and endowment initiatives

Enhance donor recognition programs in order to strengthen donor support and increased gifts

Identify alumni base and establish ongoing relationships

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Goal 6: Enhance technology and information literacy

(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 33 of 37

Strategies

Integrate instructional technology and library services to enhance academic degree programs and student services

Tactics

Adopt and develop real-time media and voice tools to enhance speech and language arts instruction

Advance student course evaluation system with the deployment of CoursEval and enhance all student polling through integrating SIS and CoursEval to support all college units

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Strategies

Increase technology training and support services to enhance technology literacy for faculty, staff, and students

Tactics

Enhance support services to faculty, staff, and students through the adoption of a centralized ticketing system for automating responses to technical support requests (Kbox)

Promote, and fund the Technology Fellows Institute

35(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 35 of 37

Commended by NWCCU on Standards of Academe

Commended by NWCCU on Outcomes Assessment

Increased enrollment for NSC by 19.8% (headcount) and 21.0% (FTE) for Fall 2009

Collaborated with Teresa Farnum & Associates to track institutional retention data

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Developed new website and utilized survey data to develop and market NSC’s brand

Awarded numerous national and local grants to support institutional programs

Host Southwest Technology Showcase – first of its kind in Nevada

37(BOARD OF REGENTS' AGENDA 12/03/09 & 12/04/09) Ref. BOR-13b, Page 37 of 37