WORKING STRATEGIC PLAN for FY2015 - FY2019 … Progress Summary YR 3 1 28 18.pdfStrategic Plan will be presented to the community in late spring 2018, and to the Board of Trustees

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WORKINGSTRATEGICPLANforFY2015- FY2019

PROGRESS SUMMARY(YEARTHREE:SUMMER2017)

Thisdocumentincludesfourparts:

1. AnExecutiveSummarythatreviewsthecorecomponentsoftheWorkingStrategicPlan(WSP)anditsprogressto-date;

2. At-a-glanceProgressSummaryoftheWSP;

3. WSPActionMatrixwithnotedactionstakento-dateregardingstrategiesandresponsibleleaders;

4. Appendices:AbbreviationsfortheActionMatrix,WorkplaceValues,andProfileoftheFaculty.

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EXECUTIVESUMMARYPROGRESSREVIEWOnDecember8,2014theBoardofTrusteesapprovedtheWorkingStrategicPlan(WSP)forOtisCollegeofArtandDesign,aplanthatwouldguideandadvancetheCollegeineducationalservicesandoperationforfiveyears(FiscalYear2014throughFiscalYear2019).ToensurediligentandeffectivecampusworkontheWSB,thePresident,Provost,andSeniorTeamhavethoroughlyreviewedprogressandnotedkeyactionstaken,orneeded.ThisProgressSummarywillbepresentedtotheBoardofTrusteesinitsFall2017meeting.TheWSPhasadvancedwell,withmostofits5SMART(Specific,Measurable,Achievable,Realistic,andTime-Bound)Goals,25Objectives,and92Strategiesaccomplishedoringoodprogress.MuchWSPsubstancewillinformthenextPlanproposal.WSPStrategyitemsarecolor-codedinGreen,Blue,andRedtoillustratetheirprogressstatus(GREEN=ACCOMPLISHED;BLUE=INGOODPROGRESS;RED=TODO)andquantifiedasfollows:

IntheActionMatrixtable,SMARTGoals,Objectives,andStrategiesaresupportedbyresponsibleleadersandrelatednotations.

HISTORY&RATIONALEOtisCollegeachievednotablesuccesswithitsStrategicBridgePlanforFY2011–FY2013.InSummer2008,theplanningprocessbeganforanew,ambitiousfive-yearplan.InFall2008,whentherecessionhittheU.S.andglobaleconomies,itbecameapparentthateconomicconditionswouldrequireinstitutionaleffortstofocusonprotectingtheCollege’seducationalqualityandensuringfiscalsoundness.TheSeniorTeamandtheSeniorCabinetrecommendedamorerealisticapproach,whichwasapprovedbytheBoardofTrusteesinMay,2009,todevelopaSMART(specific,measurable,achievable,realistic,andtimebound)StrategicBridgePlan(SPB)thatwouldguideandadvancetheCollegeforthenextthreeyears(FiscalYear2011throughFiscalYear2013),insteadofafive-yearplan.TheSPBconcludedinJune,2013,whenaCompletionSummarywasposted.FromFall2013throughFall2014,theCollegeundertookahighlyparticipatoryprocesstocreateanewstrategicplanthatwouldguideOtisthroughthe2018centennialandbeyond,fromFiscalYear2014throughFiscalYear2019.Theresultofthisprocess,theWorkingStrategicPlanforFY15–FY19,representedthesynthesisofinspiredconversationswithstudents,faculty,staff,alumni,trustees,andotherCollegestakeholderscenteredonsustainingOtis’educationalexcellenceinahighlycompetitiveenvironmentatatimeofdramaticchange—bothattheCollegeandinhighereducation.TheWSPwasmadewithknowledgethatanewPresidentwouldsoonbenamed,groundbreakingfornewfacilitiesontheGoldsmithCampuswouldsoonbegin,andacapitalcampaigninsupportofcampusexpansionwouldreachits$10milliongoal.ThesemajoreventsinthelifeoftheCollegeoccurredatatimewhenthehighereducationlandscapewasrapidlychanging,andsuchissuesasaccountability,affordabilityandvalue,facultyand

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studentworkloads,studentsuccess,educationalassessment,professionalpreparation,andeducationdeliverymodeshadcometothefore.PLANNINGPROCESSTheprocessthatledtotheWSPengagedawiderangeofcollegestakeholders,aslistedabove.MostplanningworkwasincorporatedintoexistingcommitteesandworkinggroupssothatOtiscommunitymemberscouldbeengagedwidelyandorganically.Theplanningprocessincludedfivephases:

ThePresidenthadsetthestagefortheplanningprocessinaStateoftheCollegeAddressataconveningofallfacultyandstaffinAugust,2013.AholisticdefinitionofOtissuccesswasprovided,andseveninterrelatedandinterdependentStrategicPathwaysforOtis’nextphaseofdevelopmentwerelaidout:

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FUTUREPLANNINGTheCollegewillstrivetomeettheWSP’sSMARTGoals,Objectives,andrecommendedStrategiesbyDecember31,2017.TheextensiveinputsorecentlygatheredinpreparationfortheWSPandthisProgressSummarywillserveasstrongbasesforfutureplanning.Infall,2017theBoardofTrusteeswillreviewthisProgressSummary,givefeedback,andauthorizethedevelopmentofanewProposed2019-2023StrategicPlanduringthespring2018period.CommunityfeedbackonthenewProposedPlanwillbesoughtthroughpresentationsatAcademicAssembly,aTownHallmeeting,andaBoardofTrusteesmeeting,andthroughananonymoussurveyinstrument.Followingsynthesisofthatinput,a2019-2023StrategicPlanwillbepresentedtothecommunityinlatespring2018,andtotheBoardofTrusteesforapprovalatitsMay,2018meeting.Ifapprovedatthattime,the2019-2023StrategicPlanwouldtakeeffectapproximatelyoneyearbeforetheWSP’sexpiration.TheaboveplanningmilestonesandtimelinerepresentfivefutureplanningphasestobeconductedthroughFiscalYear2017-18:

PLANNINGWEBSITEFuturePlanninginformation,thisProgressSummary,theWSP,andpastplanningmaterialsarevisibleat:https://www.otis.edu/strategic-planning.

Phase1• WSPProgressSummary:Summer2017

Phase2• NewPlanProposal:EarlyFall2017

Phase3• CommunityFeedback:LateFall2017

Phase4• SynthesisandRevision:Spring2018

Phase5• NewPlanApproval:May2018

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WORKINGSTRATEGIC PLANAT-A-GLANCEPROGRESS SUMMARY

COLORCODES:GREEN=ACCOMPLISHED BLUE=INGOODPROGRESSRED=TODO*SMART = Specific, Measurable, Achievable, Realistic, and Time-Bound SMARTGOAL1:EXCELLENCE—STRENGTHENACADEMICEXCELLENCEANDPROMOTESTUDENTLEARNINGINANDBEYONDTHECLASSROOM.OBJECTIVE1.1 FACILITATEANDSUPPORTFACULTYINSUSTAININGALEADINGEDGEINARTANDDESIGNEDUCATION. StrategyA Strengthenthefacultyroleincollegegovernanceanddecision-making. StrategyB Implementthe2013FacultyCompensationPlan. StrategyC Strengthenexpectations,incentives,andsupportforfacultyprofessionalachievementandinternalandexternaldevelopment opportunities. StrategyD ExpandtheTeachingLearningCenter’sfocusbeyondinstructionaltechnologytoincludefacultymentoringandpedagogical development. StrategyE Hostvisitingscholarstoprovidefacultyenrichmentopportunities.OBJECTIVE1.2 DEVELOPDISTINGUISHINGNEWPROGRAMS,OFFERINGS,ANDINITIATIVESTOCONTINUETOMEETTHENEEDSOFADIVERSESTUDENTPOPULATION. StrategyA Developandimplementaresearch-basedacademicplanfornewundergraduateprograms,offerings,andinitiatives,aswellas enhancementsofexistingprograms. StrategyB Developandimplementenhancementsofexistingprograms. StrategyC Cultivatesynergiesacrossprogramsateverylevel. StrategyD Researchcurriculartracksforbothprofessionalreadinessandinternationaleducation(e.g.,certificateorminorprograms).OBJECTIVE1.3 STRENGTHENANDEXPANDGRADUATEEDUCATION. StrategyA Developandimplementaresearch-basedAcademicPlanfornewgraduateprograms,offerings,andinitiatives,aswellas enhancementsofexistingprograms. StrategyB GivegraduateeducationatOtisastrongcollectiveidentity. StrategyC Createsharededucationalexperiencesacrossgraduateprograms. StrategyD Createandimplementalong-rangegraduaterecruitmentplan,possiblytoinclude“onramps”intograduateeducationatOtisvia

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theBFAprogramsandContinuingEducation. StrategyE Adjustthefinancialaidmatrixacrossgraduateprogramstoenhanceselectivity. StrategyF PrioritizefundingforgraduateeducationintheongoingComprehensiveCampaign.OBJECTIVE1.4 DEVELOPANDIMPLEMENTACOMPREHENSIVE,RESEARCH-BASEDE-LEARNINGPLAN. StrategyA Evaluateandfulfillinstructionaltechnologysoftwareneeds,includingnewlearningplatformsandmodalitiesforE-learning. StrategyB Continuetoidentify,experimentwith,andassesspiloteducationalpartnershipswithotherleadingentitiesforprogressive educationdeliveryateverylevel.OBJECTIVE1.5 EXPANDINTERNATIONALEDUCATIONACTIVITIESFORSTUDENTS,FACULTY,ANDSTAFF. StrategyA Expandtravelstudyprogramsandsupportfacultyandstudentparticipation. StrategyB Developfittingstudentexchangeprogramsandpartnershipswithinternationalinstitutions. StrategyC IncreaselocalculturalimmersionprogramsduringCollegerecessperiods. StrategyD Exploredevelopingasummerbridgeprogramforinternationalstudentsandnon-nativeEnglishspeakers,andprovideongoing supportthroughoutthefouryears.

SMARTGOAL2:SUCCESS—ATTRACTTHEBEST-PREPAREDSTUDENTSINTHEWORLD,ANDEFFECTIVELYSUPPORTSTUDENTANDALUMNISUCCESS.OBJECTIVE2.1 SUCCESSFULLYATTRACT,COMPETEFOR,ANDRETAINTHEBESTSTUDENTSDOMESTICALLYANDINTERNATIONALLY. StrategyA Developandimplementarobustcommunicationplanforinquiriesandprospectivestudents. StrategyB Expandinternationalrecruitmentefforts. StrategyC Establishbestpracticesformaintainingdata. StrategyD Enhanceexistinganddevelopnewmechanismstoengagehigh-achievingstudents.OBJECTIVE2.2 ESTABLISHASTRONGCULTUREOFCOMPLETIONTOSUPPORTSTUDENTLEARNINGANDSUCCESS,ANDIMPROVERETENTIONANDGRADUATIONRATES. StrategyA Increasethe6-yearBFAgraduationratetoover65%,withcorrespondingincreasesinretentionrates. StrategyB Reducethenumberof5th-yearseniorswholeavewith1-6creditstocomplete. StrategyC Createacomprehensive,multi-yearanalysisofindicatorsforat-riskstudents. OBJECTIVE2.3 FURTHERCULTIVATEASUPPORTIVEEDUCATIONALENVIRONMENTTHROUGHTHEDEVELOPMENTOFADVANCED,EFFICIENT,ANDEFFECTIVEADVISINGAND

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ADMINISTRATIVESERVICESANDPROCESSES. StrategyA Enhancestudent-centeredservicestoalloweasynavigationofprocedures,systems,andservicesoncampusandonline(e.g., throughaOneStopShop). StrategyB ImproveCollege-wideacademicadvisingtoenhanceefficiencyandeffectiveness. StrategyC Furthersupportstudentswithlearningdifferencestoensuretheireducationalaccessandsuccess. StrategyD Assessstudents’experiencesofstudentsupportservicesandleveragetheresultsforcontinualimprovement. OBJECTIVE2.4 EMPOWERSTUDENTSTOMAKEOTISMOREDYNAMICANDENGAGINGFORTHEIRGENERATION. StrategyA Continuetoactivelypromotestudentleadershipandengagementthroughclubs,organizations,andresidentiallife. StrategyB Developadditionalwaystoinvolvestudentsindecision-makingattheCollege. StrategyC Developaprogramofstudentactivitiesthatarehighlyrelevantforanartanddesignstudentpopulation. StrategyD Betterfacilitatethedisplayofstudents’workoncampus,andcreateopportunitiesforstudentstocreatepublicartprojectson campus.OBJECTIVE2.5 ENHANCESTUDENTANDALUMNIPROFESSIONALOUTCOMESANDSUCCESS. StrategyA MakeinternshipsacenterpieceofanOtiseducation. StrategyB Exploreembeddingabusinessincubatoroncampus. StrategyC Incorporatecurricularinitiativesforsupportingstudentandalumniprofessionalsuccessintotheacademicplan(seeObjective1.2). SMARTGOAL3:VISIBILITY—INCREASEVISIBILITYNATIONALLYANDINTERNATIONALLY,ANDDEMONSTRATEEDUCATIONALQUALITYTOSTAKEHOLDERGROUPS.OBJECTIVE3.1 CREATEGREATERVISIBILITYANDASTRONGERIDENTITYFOROTIS,ANDDIFFERENTIATETHECOLLEGEASALEADERINARTANDDESIGNEDUCATION. StrategyA AffirmandarticulatetheOtisbrandandstory,anddevelopdefinitivepitchesandstyleguidestoclarifytheCollege’sdistinctive visualidentityandvoice. StrategyB Developamulti-channellong-rangestrategicmarketingplantoincreaseenrollments,improvequalityofenrollees,strengthen retention,raisebrandrecognition,andenhancefundraising.OBJECTIVE3.2 MOUNTAFITTINGANDHIGHLYVISIBLECENTENNIALCELEBRATIONIN2018. StrategyA Developamulti-yearplanandbudgetforstagingayear-longseriesofevents,programs,andexhibitionsin2018.

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StrategyB Developandmaintainarobustinstitutionalarchivethatwillserveasanongoingrepositoryandresourceforimagesandhistorical informationaboutOtis. OBJECTIVE3.3 MAKEEDUCATIONALQUALITYVISIBLEANDRELEVANT,BOTHINTERNALLYANDEXTERNALLY. StrategyA Increaseopportunitiestosupportandshowcaseoutstandingstudentlearningoutcomes,teachingexcellence,andfaculty accomplishment. StrategyB LeveragetheE-portfoliosasaresourceforexamplesofacademicexcellence. StrategyC Developarobustarchiveofstudentlearningoutcomes. StrategyD Developadashboardofindicatorsofacademicquality. OBJECTIVE3.4 ESTABLISHTHECOLLEGE’SLEADINGPOSITIONASANADVOCATEFORARTSEDUCATIONANDACULTURALNEXUSOFCONTEMPORARYARTANDDESIGN. StrategyA DevelopandimplementaCommunityRelationsplanthatclarifiesgoalsandobjectivesforstrengtheningneighborhood,municipal, andstatewiderelationships. StrategyB ExpandtheinfluenceoftheOtisReportontheCreativeEconomy. StrategyC Developoutstandingexhibitionsandpublicprogramsacrossthedisciplinestobringleadingartistsanddesignerstocampus,attract diverseaudiences,andprovideenrichingexperiences. StrategyD Hostregionalandnationalconferencesand/orattractinvitationstocontributetosuchconferences.SMARTGOAL4:TECHNOLOGYANDINFRASTRUCTURE—FORTIFYTECHNOLOGYANDINFRASTRUCTURETOSUPPORTTHECOLLEGEMISSIONINARAPIDLYCHANGINGHIGHEREDUCATIONLANDSCAPE.OBJECTIVE4.1 DEVELOPASUSTAINABLEBUSINESSMODELANDDIVERSIFYREVENUESTREAMS. StrategyA Usenewcampushousingtomaximizerevenuethroughexpandedsummerprogramsandleasingopportunities. StrategyB Leveragenewdiningoptionstomaximizepatronageandcreateanoverridetosupportoperatingcosts. StrategyC MaximizepotentialrevenuefromE-Learningopportunities,abusinessincubator,andothereducationalinitiatives(suchasthose outlinedabove). StrategyD MakeOtiscreativespacesavailableforfilm/TVlocationandotherhostingopportunities.OBJECTIVE4.2 FORTIFYTECHNOLOGYANDADMINISTRATIVEINFRASTRUCTURE,ANDIMPROVEOPERATIONALPROCESSESWITHINANDBETWEENAREAS. StrategyA Fortifythetechnologyinfrastructuretosuccessfullysupportplannedandproposedprogramming/operations.

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StrategyB Centralizeandintegratestudent-facingsystemsandprocesses. StrategyC Outsourcehigh-costsystemswherefeasible. StrategyD Movefrompaper-heavyprocessestoelectronic-basedprocessing. StrategyE Buildmechanismsforimprovedinternalcommunication. StrategyF Streamlineprocessesandworkflowsinvolvedindailyoperations.OBJECTIVE4.3 PROMOTEANDSUPPORTACULTUREOFEVIDENCE-BASEDPLANNINGANDDECISION-MAKINGACROSSTHECOLLEGE. StrategyA Useinstitutionalresearchtosupportstudentsuccess,educationalassessment,andorganizationalimprovement. StrategyB Developeffectivepredictionmodelsforsuccessfulstudentrecruitment,enrollment,retention,andcompletion. StrategyC ChargethePresident’sCabinetwithmonitoringtheimplementationoftheWorkingStrategicPlan.OBJECTIVE4.4 ACHIEVETHECURRENT$30MILLIONCOMPREHENSIVECAMPAIGN,INCREASEFUNDRAISINGANDTHEENDOWMENT,ANDADVANCETHECOLLEGETHROUGH BOARDLEADERSHIP. StrategyA CompletethecomprehensivecampaignbyDecember31,2016,andbuildtheendowment. StrategyB IncreasetheretentionrateoftheOFundandparticipationby25%ineachconstituency,andengagenewindividual,corporate,and foundationprospectstoexpandthedonorbase. StrategyC AttractnewcontributingmemberstotheBoardofTrustees,andincreasetheBoardofGovernorsto25members. StrategyD Supportadvancementeffortsthroughupdatedsoftwareandtutorialsforcampusfacultyandstaffonfundraisingandstewardship. StrategyE Developavolunteerprogramthatmeetsindustrystandards.OBJECTIVE4.5 CREATEANDIMPLEMENTACOMPREHENSIVECRISISMANAGEMENTANDEMERGENCYPREPAREDNESSPLAN. StrategyA RestructureandroutinelyconvenetheEmergencyResponseTeam(ERT)anditsfunctions. StrategyB Review,update,andtesttheCollege’sEmergencyResponsePlantoreflectcurrentneedsandgaugereadiness. StrategyC CreateanefficientCrisisCommunicationsPlanfortheEmergencyResponseTeamandtheSeniorLeadershipTeam.SMARTGOAL5:MOMENTUM—ADVANCEONGOINGINITIATIVESFROMTHESTRATEGICBRIDGEPLANTOCREATEASUPPORTIVECAMPUSENVIRONMENT.OBJECTIVE5.1 FULLYACTIVATETHECOLLEGEASSESSMENTPLAN(CAP)INSUPPORTOFSTUDENTANDINSTITUTIONALLEARNINGANDSUCCESS. StrategyA ReviewandpossiblyrefreshtheCollegemissionstatement,anddevelopeducationalCoreValues. StrategyB EmbedassessmentoftheInstitutionalLearningOutcomes(ILOs)andtheWASCCoreCompetenciesintheinstitutionalculture.

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StrategyC Provideprofessionaldevelopmentopportunitiesrelatedtoassessment,andcreateavenuesforsharedlearningandcollaboration. StrategyD Adequatelysupportandcoordinatedepartments’assessmenteffortsthroughinstitutionalresearchandotherresources.OBJECTIVE5.2 STRENGTHENEMPLOYEERECRUITMENT,RETENTION,ANDENGAGEMENTTHROUGHENHANCEDCOMPENSATION,ONLINEPERFORMANCEMANAGEMENT,AND DIVERSIFIEDDEVELOPMENTPROGRAMS. StrategyA Implementthe2013CompensationPlanforstaff. StrategyB Implementaweb-basedperformancemanagementsystemthatfacilitatesstaffperformanceevaluationandenhancement. StrategyC Researchandimplementlow-cost,non-traditionalhealthandwellnessprograms. StrategyD FurtherembedWorkplaceValuesintothecampusculture.OBJECTIVE5.3 REVIEWANDIMPLEMENT,WHEREFEASIBLE,REMAININGRECOMMENDATIONSOFTHEFACULTYWORKLOADTASKFORCE. StrategyA Instituteanoptionalcoursereductionpersemesteronanongoingbasisinsupportofspecific,sustained,andsignificant professionalactivity. StrategyB Makeexpectationsforprofessionalactivityexplicitandconsistentacrossdepartments. StrategyC Compensatetheadditionalworkloadofdevelopingnewcourses. StrategyD CompensatestudiofacultyattheLiberalArtsandSciencesfacultyratewhentheyteachliberalstudies-typecourses.OBJECTIVE5.4 IMPLEMENTINSTITUTIONALMULTI-YEARBUDGETPLANNING. StrategyA Researchandimplementanenhancedbudgetingtoolthatallowsformulti-yearexpensebudgetingandrevenueprojections. StrategyB Cultivatestrongbudgetdisciplinethroughannualtrainingsforbudgetmanagers. StrategyC Establishperformanceindicatorsandregularlyreportbacktobudgetmanagerstosupportbudgetmanagementandcontrol spending.OBJECTIVE5.5 COMPLETETHECAMPUSEXPANSIONPLANANDIMPLEMENTNEWSUPPORTSTRUCTURESFOREXPANDEDOPERATIONALNEEDS. StrategyA CompletetheCampusExpansionPlanbyFall2016. StrategyB Identifyenergycostsavings.OBJECTIVE5.6 STRENGTHENSUSTAINABILITYLEADERSHIPANDEFFORTSTHROUGHOUTTHECOLLEGE. StrategyA Exploreoptionsforsustainabilityleadership(suchasaDirector),andprovideprofessionaldevelopmentopportunitiesin sustainabilityforfacultyandstaff.

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StrategyB Expandeffortstoembededucationaboutsustainableartanddesignpracticesintoallprogramcurricula. StrategyC Expandeffortstodevelopsustainablecampusfacilitiesandmanagement. StrategyD ExpandtheSustainabilityAllianceandothercommunity/corporatepartnershipstoincluderepresentationfromallofOtis’artand designfields. StrategyE ConsidersigningtheAmericanCollegeUniversityPresidents’ClimateCommitment.

Continued:

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WORKINGSTRATEGIC PLAN

PROGRESS SUMMARYACTIONMATRIX

SMARTGOAL1:EXCELLENCE—STRENGTHENACADEMICEXCELLENCEANDPROMOTESTUDENTLEARNINGINANDBEYONDTHECLASSROOM.

OBJECTIVE STRATEGY RESP. NOTES

OBJECTIVE1.1FACILITATEANDSUPPORTFACULTYINSUSTAININGALEADINGEDGEINARTANDDESIGNEDUCATION.

StrategyA:Strengthenthefacultyroleincollegegovernanceanddecision-making.

PROV AddedSenateleaderstokeyAAcommittees;releasetimeforSenateleadershipandrelatedcommitteework;establishedregularlyscheduledmeetingswiththeProvostandSenateleadership.

StrategyB:Implementthe2013FacultyCompensationPlan.

PRES,PROV,SRTEAM

Increasedpart-timefacultycoursepayratesby23%overthreeyears;increasedCEinstructorratesby10%;increasedadjunctfacultycompensationbyover19%acrossallranksandaddedhealthcarebenefits;increasedfull-timefacultysalariesbyanaverageof9.2%followedby3.8%(totalingavg.13%)acrossallranks.

StrategyC:Strengthenexpectations,incentives,andsupportforfacultyprofessionalachievementandinternalandexternaldevelopmentopportunities.

PROV Moreengagementinpeerreviewprocessnowduetoinformationsharingaboutqualificationsforranksand2015recalibrationofrankandstepsalaryscale.

StrategyD:ExpandtheTeachingLearningCenter’sfocusbeyondinstructionaltechnologytoincludefacultymentoringandpedagogicaldevelopment.

PROV Addedfree-standingspaceinacentrallocation;servesasafaculty-onlyspaceforlearningandresearchoutofthepathofstudents;assistingfacultywithpedagogicalbestpracticesinadditiontohelpingwithinstructionaltech.

StrategyE:Hostvisitingscholarstoprovidefacultyenrichmentopportunities.

PRES,PROV

Newgiftreceivedforthispurposewillallowfundingofanewkind;graduateprograms’newinterdisciplinaryapproachtoguestspeakersand

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facultyappointments;summerresidenciesfeaturedtalksbyJeffreyStewart,DanCameron,andothernotablespeakers.


OBJECTIVE1.2DEVELOPDISTINGUISHINGNEWPROGRAMS,OFFERINGS,ANDINITIATIVESTOCONTINUETOMEETTHENEEDSOFADIVERSESTUDENTPOPULATION.

StrategyA:Developandimplementaresearch-basedAcademicPlanfornewundergraduateprograms,offerings,andinitiatives,aswellasenhancementsofexistingprograms.

PROV,PRES

DevelopedaplanfortransferringprogramingfromLosAngelestoChinaorotherinternationallocations;conductedresearchintotheMiddleEastasapossiblesite;expandedTravelStudyexperiences;launchedYourCreativeFutureandnewminors;formalizedandprioritizedamulti-yearAcademicPlandocument,sharedtopprioritieswithIAandtheEPCfall2017.

StrategyB:Developandimplementenhancementsofexistingprograms.

PROV RelocatedFashionDesigntoallowallundergraduatestoshareonecampus;revisedallUGcurriculatoreducetotalcreditsrequiredandmakeroomformakeupandelectiveopportunities.

StrategyC:Cultivatesynergiesacrossprogramsateverylevel.

PROV ChairofGradGDandCommArtssharingfaculty,pedagogies,exemplars,philosophy,andguestspeakersacrossGradandUGcurriculaandtheCollege;FashionDesignChairbuildingcross-departmentalsponsoredprojects;developingEntrepreneurialStudiesminorforallmajors.

StrategyD:Researchcurriculartracksforbothprofessionalreadinessandinternationaleducation(e.g.,certificateorminorprograms).

PROV,VPSS

Researched,synthesized,andlaunchedYourCreativeFuture:AProfessionalPreparationInitiative;researched/modeledChinaprogramtransplantoption;enhancedsupportsystemsforinternationalstudents;researchingpathwaysandbridgeprogramoptionsforESLlearners.


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OBJECTIVE1.3STRENGTHENANDEXPANDGRADUATEEDUCATION.

StrategyA:Developandimplementaresearch-basedacademicplanfornewgraduateprograms,offerings,andinitiatives,aswellasenhancementsofexistingprograms.

PROV EstablishedastrongerleadershipstructurethroughappointmentofaDeanforGraduateStudies;fosteredwithallgradChairsstrongercross-disciplinaryopportunitiesforstudents;addedFTfacultyposttoGFAforSocialPractice.

StrategyB:GivegraduateeducationatOtisastrongcollectiveidentity.

PROV,PRES

AddedaFTgraduaterecruitmentspecialistinAdmissions;stilldefiningcollectiveidentity;visioningretreatplannedforfall2017.

StrategyC:Createsharededucationalexperiencesacrossgraduateprograms.

PROV WithunanimousagreementallGradChairsworkingonnewplansforcross-disciplinaryexperiencesandexposuresasoneGraduatecommunity.

StrategyD:Createandimplementalong-rangegraduaterecruitmentplan,possiblytoinclude“onramps”intograduateeducationatOtisviatheBFAprogramsandContinuingEducation.

PROV,DAFA

Withnewgradrecruiterinplaceandvisioningretreatplanned,workunderwaytoclarifytheseneedsandopportunities.

StrategyE:Adjustthefinancialaidmatrixacrossgraduateprogramstoenhanceselectivity.

PROV,PRES,VPSS

Highesteveraidawardedfall2017forincominggraduateadmitsfollowingadjustmentsmadewithadviseofChairsandDeanofAdmissionsandFinancialAid.

StrategyF:PrioritizefundingforgraduateeducationintheongoingComprehensiveCampaign.

PRES,VPIA,PROV

CampaignstillindevelopmentfollowingPresidentandVPIAtransitions;twolegs(scholarshipsandcampusexpansiondone-academicexcellencestilltocome).FinancialAidmatrixadjustedupwardtobetterserveacceptedstudents.


OBJECTIVE1.4DEVELOPANDIMPLEMENTACOMPREHENSIVE,RESEARCH-BASEDE-LEARNINGPLAN.

StrategyA:Evaluateandfulfillinstructionaltechnologysoftwareneeds,includingnewlearningplatformsandmodalitiesforE-learning.

PROV,LAS,CIO

E-Portfolioslaunchedandimplementedinalldegreeandcoreprograms;E-learningnowsynchronousandasynchronous;abilitytoproducelearningobjectsinTLC;trainingandsupportforblendedandonline

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learninginplace.

StrategyB:Continuetoidentify,experimentwith,andassesspiloteducationalpartnershipswithotherleadingentitiesforprogressiveeducationdeliveryateverylevel.

PROV,PRES

Ongoingpartnershipwith(providingonlinestudioinstructionfor)StanfordUniversity’sOnlineHighSchoolusingitssynchronousplatform;LMUpartnershipalsoinplace;furtherworkcanbedoneonthisfront.


OBJECTIVE1.5EXPANDINTERNATIONALEDUCATIONACTIVITIESFORSTUDENTS,FACULTY,ANDSTAFF.

StrategyA:Expandtravelstudyprogramsandsupportfacultyandstudentparticipation.

PROV Greatlyexpandedofferingsandsystemsforproposingandrunningfacultyledcourses;refinedprotocolsandproposalguidelinestofostertrans-disciplinaryexperiences.

StrategyB:Developfittingstudentexchangeprogramsandpartnershipswithinternationalinstitutions.

PROV ManyMOUscreatedwithpartnerinstitutions;fewoutboundexchangestudentsannuallybutmoreincoming;continuingtodefinebenefitstoOtisstudentsofpartnershipsabroad.

StrategyC:IncreaselocalculturalimmersionprogramsduringCollegerecessperiods.

PRES.CE

NewSummerArtists’Residencyprogrambrings40-60artiststocampusforimmersionexperiencesinstudios,shops,labsandthecityofLosAngeles;CE’sshort-termimmersioncreativityworkshopsforJapanesestudentsgrowingconsistently.

StrategyD:Exploredevelopingasummerbridgeprogramforinternationalstudentsandnon-nativeEnglishspeakers,andprovideongoingsupportthroughoutthefouryears.

PROV,LAS,VPSS

Pathwaysbeingresearchedbutprogressonbridgeprogramingslowedbystudentvisaissues—moreresearchrequired;enhancedtutoringsupportservicesprovidedthroughtheimprovedSLC.

SMARTGOAL2:SUCCESS—ATTRACTTHEBEST-PREPAREDSTUDENTSINTHEWORLD,ANDEFFECTIVELYSUPPORTSTUDENTANDALUMNISUCCESS.


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OBJECTIVE2.1SUCCESSFULLYATTRACT,COMPETEFOR,ANDRETAINTHEBESTSTUDENTSDOMESTICALLYANDINTERNATIONALLY.

StrategyA:Developandimplementarobustcommunicationplanforinquiriesandprospectivestudents.

VPM&C,DAFA

AVPforCommunicationsandMarketingwasappointedin2015;awebredesignplanwascreatedincollaborationwithAdmissions.

StrategyB:Expandinternationalrecruitmentefforts.

VPSS Admissions’recruitmenttripstoKorea,India,Columbia,andtheMiddleEast;MOUeffortswithinstitutionsinChina.

StrategyC:Establishbestpracticesformaintainingdata.

VPSS,DIR

TheSLATEcustomermanagementsystemwasacquiredtotrackapplicationsthroughtoconversion;IRhascreatedtemplatesfordatafromBannertodriveinstitutionalanddepartmentaldatadashboards.

StrategyD:Enhanceexistinganddevelopnewmechanismstoengagehigh-achievingstudents.

VPSS,DAFA

ImplementedthePresidentialScholarsprogramin2014;enhancedthiseachyear—fall2017willseeanewsetarriveandwillfeatureagallerytouranddirectengagementwiththePresident.


OBJECTIVE2.2ESTABLISHASTRONGCULTUREOFCOMPLETIONTOSUPPORTSTUDENTLEARNINGANDSUCCESS,ANDIMPROVERETENTIONANDGRADUATIONRATES.

StrategyA:Increasethe6-yearBFAgraduationratetoover65%,withcorrespondingincreasesinretentionrates.

VPSS,PROV

IRDirectorinplace,dataleadingtodecision-making;theAdvisingPlanandnewcentralizedadvisingcomponentshelping;Honorsprogramrevisedtocontinuebeyondthefirstyear;acquiringandimplementingDegreeWorkstotrackcreditsandcoursesinrealtime.

StrategyB:Reducethenumberof5th-yearseniorswholeavewith1-6creditstocomplete.

VPSS,PROV

Aggressiveinterventioninplace,drivenbyIRdataandinternal/externalresearchintobestpractices;furtherrefinementsneededinmajoradvising.

StrategyC:Createacomprehensive,multi-yearanalysisofindicatorsforat-riskstudents.

VPSS,DIR

InstitutionalResearchofficeactiveandadditionalresearchcapacityengagedthroughexternalpartnerHanoverResearch.

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OBJECTIVE2.3FURTHERCULTIVATEASUPPORTIVEEDUCATIONALENVIRONMENTTHROUGHTHEDEVELOPMENTOFADVANCED,EFFICIENT,ANDEFFECTIVEADVISINGANDADMINISTRATIVESERVICESANDPROCESSES.

StrategyA:Enhancestudent-centeredservicestoalloweasynavigationofprocedures,systems,andservicesoncampusandonline(e.g.,throughaOneStopShop).

VPSS CreatedtheOneStoptoconsolidateservicesunderonebannerandassiststudentsviacross-trainedstudent-facingstaff.

StrategyB:ImproveCollege-wideacademicadvisingtoenhanceefficiencyandeffectiveness.

PROV,VPSS

Additionof2centraladvisersintheOneStop;internalandexternalresearch-drivenmulti-pointAdvisingPlaninplacefeaturingdevelopmentalandtransactionaladvising;brandingofadvisingfunctionsunderwaytobolsterstudentengagementwithadvisingandrelatedhelp-seeking.

StrategyC:Furthersupportstudentswithlearningdifferencestoensuretheireducationalaccessandsuccess.

VPSS,PROV

Asst.DeanofStudentAffairsassesseslearningissuesandmakesaccommodations,ensuresaccess,andsupportsstudentsuccess;morefacultydevelopmentcanbedonetoheightenawarenessoflearningdifferencesandhowbesttoaddressthemintheclassroom.

StrategyD:Assessstudents’experiencesofstudentsupportservicesandleveragetheresultsforcontinualimprovement.

VPSS Excellentdatacollected,analyzed,andusedtoinformdecision-making;programreviewreportindicatesmuchcontinuousimprovementunderway.


OBJECTIVE2.4EMPOWERSTUDENTSTOMAKEOTISMOREDYNAMICANDENGAGINGFORTHEIRGENERATION.

StrategyA:Continuetoactivelypromotestudentleadershipandengagementthroughclubs,organizations,andresidentiallife.

VPSS ResidenceLifecreatedwithnewhousingfacility;implementedrobustprogrammingforstudentsthroughStudentActivities,theInternshipFair,andotherevents;increasedclubsandorganizationsoncampus.

StrategyB:Developadditionalwaystoinvolvestudentsindecision-makingattheCollege.

VPSS Concertedeffortsunderwaytoincludestudentsonsharedgovernancecommittees;includedstudentsincampusplanning,housingresearch;student

Revised1/28/201718

workloadtaskforce,etc.

StrategyC:Developaprogramofstudentactivitiesthatarehighlyrelevantforanartanddesignstudentpopulation.

VPSS Student-driveninvolvementineventsandactivitiesandtheirplanninghasincreased.Willcontinueeffortsanddatacollectiontoengageasmanystudentsaspossibleinstudent-drivenco-andextra-curricularactivitiesandevents.

StrategyD:Betterfacilitatethedisplayofstudents’workoncampus,andcreateopportunitiesforstudentstocreatepublicartprojectsoncampus.

PROV,VPFAS

Newcampusspacesfeaturedecomposedgranitesubstratethatsupportsinstallationoflarge-scalesculpture;newacademicspaceallowsalloncampustoseestudentlearningoutcomesfromallundergraduateprogramsforfirsttimeindecades.


OBJECTIVE2.5ENHANCESTUDENTANDALUMNIPROFESSIONALOUTCOMESANDSUCCESS.

StrategyA:MakeinternshipsacenterpieceofanOtiseducation.

VPSS,PROV

OfficeofCareerServiceswellstaffedanddeveloped;massivejobboardinplace;robustinternshipprogrammakesopportunitiesavailabletoallstudentswhowantone.

StrategyB:Exploreembeddingabusinessincubatoroncampus.

PRES,PROV,VPSS

Researchedbutlittlesolidevidenceofsuccessfulproductsbeinglaunchedfromartanddesignschoolsfound;significantrisk/expenseinvolved;OtisDesignGrouptobereformedinlieuofanincubator,perse.

StrategyC:Incorporatecurricularinitiativesforsupportingstudentandalumniprofessionalsuccessintotheacademicplan(seeObjective1.2).

PROV,VPSS

YourCreativeFutureinitiativejoinsacademicprograms’andStudentAffairs’effortsintoabundlethatfostersentrepreneurialismandprofessionalreadiness.

SMARTGOAL3:VISIBILITY—INCREASEVISIBILITYNATIONALLYANDINTERNATIONALLY,ANDDEMONSTRATEEDUCATIONALQUALITYTOSTAKEHOLDERGROUPS.

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OBJECTIVE3.1CREATEGREATERVISIBILITYANDASTRONGERIDENTITYFOROTIS,ANDDIFFERENTIATETHECOLLEGEASALEADERINARTANDDESIGNEDUCATION.

StrategyA:AffirmandarticulatetheOtisbrandandstory,anddevelopdefinitivepitchesandstyleguidestoclarifytheCollege’sdistinctivevisualidentityandvoice.

VPC&M Rebrandingasofwinter2016/17tocapturemoreeyesandreinvigoratethename;wholenewwebdesigninprogress;routineandrotatingwebfeaturesspotlightactivities,individuals,andaccomplishmentstoraisebrandawarenessandpresenceviasocialmedia.

StrategyB:Developamulti-channellong-rangestrategicmarketingplantoincreaseenrollments,improvequalityofenrollees,strengthenretention,raisebrandrecognition,andenhancefundraising.

VPC&M BrandingandstudentrecruitmenteffortscoupledtoleverageCollegereputationandattractiveness;marketingunderwaytomosteffectivelyreinforcethedegrees’valueproposition.


OBJECTIVE3.2MOUNTAFITTINGANDHIGHLYVISIBLECENTENNIALCELEBRATIONIN2018.

StrategyA:Developamulti-yearplanandbudgetforstagingayear-longseriesofevents,programs,andexhibitionsin2018.

VPC&M Well-composedcentennialstrategicplanningandimplementationoversightgroupsareformedandinprogressonmyriadcelebrationactivities.

StrategyB:DevelopandmaintainarobustinstitutionalarchivethatwillserveasanongoingrepositoryandresourceforimagesandhistoricalinformationaboutOtis.

VPC&M,SDL&LC

TheLibraryhasmaintainedanarchivefordecadesandhistoricalinformationisavailablespanningthehistoryoftheCollege.


OBJECTIVE3.3MAKEEDUCATIONALQUALITYVISIBLEANDRELEVANT,BOTHINTERNALLYANDEXTERNALLY.

StrategyA:Increaseopportunitiestosupportandshowcaseoutstandingstudentlearningoutcomes,teachingexcellence,andfacultyaccomplishment.

PROV,ALO

AddedtheAcademicExcellenceAwardsprogramtotheTeachingExcellenceAwards;websitefeaturesallstudentandfacultyawardrecipients;developedtheEvidencePortfolioasarepositoryforaccreditation;e-portfoliosnowusedwidely.

StrategyB:LeveragetheE-portfoliosasaresourceforexamplesofacademicexcellence.

PROV,LAS,

SDL&LC

Createdthee-PortfolioAwardsprogramtohighlightexceptionallywell-madeshowcases;usingthemaspartoftheinstitutionalevidencearchive.

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StrategyC:Developarobustarchiveofstudentlearningoutcomes.

PROV,SDL&LC

TheEvidencePortfolioispreciselythis.

StrategyD:Developadashboardofindicatorsofacademicquality.

PROV,VPSS,DIR

DevelopedtheInstitutionalLearningOutcomes(ILOs)andtheIRInstitutionalandDepartmentalDataDashboards.


OBJECTIVE3.4ESTABLISHTHECOLLEGE’SLEADINGPOSITIONASANADVOCATEFORARTSEDUCATIONANDACULTURALNEXUSOFCONTEMPORARYARTANDDESIGN.

StrategyA:DevelopandimplementaCommunityRelationsplanthatclarifiesgoalsandobjectivesforstrengtheningneighborhood,municipal,andstate-widerelationships.

PRES,VPIA,CA:IL

Engagedacommunityrelationsconsultanttohelpwithbuildingpermitsandgivingvoicetothelocalcommunityascampusexpansionunfolded;participatingroutinelyinRotaries,LAXChamberofCommerceactivities;CA:ILengagingnumerouscommunitysitepartners.

StrategyB:ExpandtheinfluenceoftheOtisReportontheCreativeEconomy.

PRES,VPIA,VPC&M

TheReporthasbeendisseminatedmorewidelythanever,includingbye-distribution,toreachalargeraudience;nowrelieduponbymorenon-profitsandartsorganizationsthanever.

StrategyC:Developoutstandingexhibitionsandpublicprogramsacrossthedisciplinestobringleadingartistsanddesignerstocampus,attractdiverseaudiences,andprovideenrichingexperiences.

VPIA,DG&E

BenMaltzGalleryreceivinghighpraisefromleadingpressoutlets;DesignWeekattractsinternationalnamesandaudiences;SummerResidencyprogramincludesnotablenewspeakersopentoalloncampus.

StrategyD:Hostregionalandnationalconferencesand/orattractinvitationstocontributetosuchconferences.

PROV,VPSS

The2018CollegeArtAssociationconferencewillincludeOtisCollegecampus;hostingtheWesternStatesFolkloreSocietyConferenceinspring’18;hostingthebi-annualSouthernCaliforniaASCADrive-inConferencefordozensofstudentconductadministrators.

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SMARTGOAL4:TECHNOLOGYANDINFRASTRUCTURE—FORTIFYTECHNOLOGYANDINFRASTRUCTURETOSUPPORTTHECOLLEGEMISSIONINARAPIDLYCHANGINGHIGHEREDUCATIONLANDSCAPE.


OBJECTIVE4.1DEVELOPASUSTAINABLEBUSINESSMODELANDDIVERSIFYREVENUESTREAMS.

StrategyA:Usenewcampushousingtomaximizerevenuethroughexpandedsummerprogramsandleasingopportunities.

VPFAS,VPSS,CE

Housingnearlyfullinitsfirstyearofoperations;fullforsecondyear;SummerofArtatrecordhighenrollment;newSummerResidencyaddednewhousingoccupancy.

StrategyB:Leveragenewdiningoptionstomaximizepatronageandcreateanoverridetosupportoperatingcosts.

VPFAS Diningservicesandmealplanrevenuenetpositivefirstyearofoperations,andgoingforward.

StrategyC:MaximizepotentialrevenuefromE-Learningopportunities,abusinessincubator,andothereducationalinitiatives(suchasthoseoutlinedabove).

PRES,CE

CEcontinuestoseekrevenuepotentialfromonlineofferings;aMOOCandseveralonlinecourseshavebeendevelopedandrunsuccessfully;onlinestudioinstructionremainscumbersome;teachingmarketnotrich;limitedaudiencereachandStatesRightsremainavariablelimitingpotentialmarkets.

StrategyD:MakeOtiscreativespacesavailableforfilm/TVlocationandotherhostingopportunities.

VPC&M,VPIA

Newpolicydevelopedforengagingexternalusersandrelatedmarketsandarrangingforpaidusesofcampusfacilities.


OBJECTIVE4.2FORTIFYTECHNOLOGYANDADMINISTRATIVE

StrategyA:Fortifythetechnologyinfrastructuretosuccessfullysupportplannedandproposedprogramming/operations.

VPFAS,CIO

ImplementingtheFacultyLoadandCompensationmoduleofBannersystem;relocatedserverstoensuresecurityofdataandbusinesscontinuityplan.

Revised1/28/201722

INFRASTRUCTURE,ANDIMPROVEOPERATIONALPROCESSESWITHINANDBETWEENAREAS.

StrategyB:Centralizeandintegratestudent-facingsystemsandprocesses.

CIO CreatedtheOneStoptoallowstudentsaccesstonumerouskeyservicesunderonebanner;cross-trainedfrontwindowstafftoprocessquestionsandreferinasneededsothatstudentsreceivestrongcustomerserviceresponseswhenseekinghelp.

StrategyC:Outsourcehigh-costsystemswherefeasible.

PRES,CIO

Serversnowoffcampus;ClaytonCampbell,WilliamWells,HanoverResearchexamplesofoutsourcingselectadministrativetasksandimprovingoperationsbetweendivisions.

StrategyD:Movefrompaper-heavyprocessestoelectronic-basedprocessing

VPFAS,CIO,

VPHR&D

ImplementedFormStacktoreplacenumerouspapermulti-copyforms;StudentAffairsforms100%migratedtodigitalfunctionality;HumanResourcesnowcompletelydigital,nopaperrecordsstored.

StrategyE:Buildmechanismsforimprovedinternalcommunication.

CIO,VPC&M

Creatingtheportaltoseparateinternalcommunicationsfromexternallyfacingwebsite;greatlyreducingcommunityemailinfavorofportalannouncementsandbulletins;websitefeaturingregularspotlightsoncampusactivitiesandcommunitymembers’accomplishments.

StrategyF:Streamlineprocessesandworkflowsinvolvedindailyoperations.

VPFAS,VPHR&D,

CIO

Implementationoftheacademicadvisingsoftwareplatform,Insight;FormStackroll-out;AdAstraroombookingsystem;FacultyLoadandCompensationmoduleforfacultycontracts.


OBJECTIVE4.3PROMOTEANDSUPPORTACULTUREOFEVIDENCE-BASEDPLANNINGANDDECISION-

StrategyA:Useinstitutionalresearchtosupportstudentsuccess,educationalassessment,andorganizationalimprovement.

VPSS,ALO,DIR

HiredaDirectorofInstitutionalResearch;numerousreportsanddashboardscreated;AssessmentPlanadoptedandimplementedacrosstheCollege;informeddecision-makingprevails.

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MAKINGACROSSTHECOLLEGE.

StrategyB:Developeffectivepredictionmodelsforsuccessfulstudentrecruitment,enrollment,retention,andcompletion.

VPSS,ALO,DIR

IRrefiningprojectionmodelsforenrollmentmanagement;datadashboardspilotedandprogramreviewsshowingimprovinguseofdataindepartmentaldecision-making;HanoverResearchengagedtohelpwith“predictive”modeldevelopment.

StrategyC:ChargethePresident’sCabinetwithmonitoringtheimplementationoftheWorkingStrategicPlan.

PRES ThisbodyhasbeenmorphedasSeniorTeamhasexpanded;monitoringsuccessfulandcomprehensiveviaSeniorTeam,ALO,andresponsiblepartiesacrosstheCollege.


OBJECTIVE4.4 ACHIEVETHECURRENT$30MILLIONCOMPREHENSIVECAMPAIGN,INCREASEFUNDRAISINGANDTHEENDOWMENT,ANDADVANCETHECOLLEGETHROUGHBOARDLEADERSHIP.

StrategyA:CompletethecomprehensivecampaignbyDecember31,2016,andbuildtheendowment.

PRES,VPIA

Twooftheplannedthreephasescompleted;thirdremainsfollowingPresidentialandVPIAtransitions.

StrategyB:IncreasetheretentionrateoftheOFundandparticipationby25%ineachconstituency,andengagenewindividual,corporate,andfoundationprospectstoexpandthedonorbase.

PRES,VPIA

NewIAVPandstaffinplace;IAstrategicplanningcomplete;workingoodprogressonallfronts.

StrategyC:AttractnewcontributingmemberstotheBoardofTrustees,andincreasetheBoardofGovernorsto25members.

PRES,VPIA

AddedseveralTrusteessincePresident’sarrivalinlatespring2015.

StrategyD:Supportadvancementeffortsthroughupdatedsoftwareandtutorialsforcampusfacultyandstaffonfundraisingandstewardship.

VPIA Conductedfirsttutorialretreatforacademicleaderssummer2017.

StrategyEDevelopavolunteerprogramthatmeetsindustrystandards.

VPIA,VPHR&D

CreatedVolunteerPolicytoallowengagementofeventandothersupportstaffonavolunteerbasis.


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OBJECTIVE4.5CREATEANDIMPLEMENTACOMPREHENSIVECRISISMANAGEMENTANDEMERGENCYPREPAREDNESSPLAN.

StrategyA:RestructureandroutinelyconvenetheEmergencyResponseTeam(ERT)anditsfunctions.

VPFAS,CSSO

HirednewChiefSafetyandSecurityofficer;newERTcreated,convenednumeroustimes,policy/planinplace;firsttabletopexerciseconductedspring2017.

StrategyB:Review,update,andtesttheCollege’sEmergencyResponsePlantoreflectcurrentneedsandgaugereadiness.

VPFAS,CSSO

Newplancreatedanddisseminated;firsttabletopexerciseconductedspring2017.

StrategyC:CreateanefficientCrisisCommunicationsPlanfortheEmergencyResponseTeamandtheSeniorLeadershipTeam.

CSSO,VPC&M

Startedandingoodprogress.

SMARTGOAL5:MOMENTUM—ADVANCEONGOINGINITIATIVESFROMTHESTRATEGICBRIDGEPLANTOCREATEASUPPORTIVECAMPUSENVIRONMENT.


OBJECTIVE5.1 FULLYACTIVATETHECOLLEGEASSESSMENTPLAN(CAP)INSUPPORTOFSTUDENTANDINSTITUTIONALLEARNINGANDSUCCESS.

StrategyA:ReviewandpossiblyrefreshtheCollegemissionstatement,anddevelopeducationalCoreValues.

PRES,PROV,

SRTEAM

Startedbutfurtherprogressrequired.

StrategyB:EmbedassessmentoftheInstitutionalLearningOutcomes(ILOs)andtheWASCCoreCompetenciesintheinstitutionalculture.

PROV,ALO

ALOhasfullyintegratedtheILOsandtheirassessmentthroughouttheCollegeasdocumentedintheWASCInstitutionalReport,summer2017.

StrategyC:Provideprofessionaldevelopmentopportunitiesrelatedtoassessment,andcreateavenuesforsharedlearningandcollaboration.

PROV CreatedtheOtisAssessmentResearch&ScholarshipInitiative(OARS)initiativetosupportfacultyresearchintoassessmentpractices;severalcasestudiescitedandlinkedinthesummer2017WASCInstitutionalReport.

StrategyD:Adequatelysupportandcoordinatedepartments’assessmenteffortsthroughinstitutionalresearchandotherresources.

PROV,ALO,DIR

100%completionofexternalprogramreviewacrosstheCollege;allprogramscompletingroutineannualassessmentreports;IRprovidingdatadashboardstoallprogramsofstudy;datauseconfirmedby

Revised1/28/201725

programreviewportfoliosandreportedasongoingbutneedingimprovementinthesummer2017WASCInstitutionalReport.


OBJECTIVE5.2 STRENGTHENEMPLOYEERECRUITMENT,RETENTION,ANDENGAGEMENTTHROUGHENHANCEDCOMPENSATION,ONLINEPERFORMANCEMANAGEMENT,ANDDIVERSIFIEDDEVELOPMENTPROGRAMS.

StrategyA:Implementthe2013CompensationPlanforstaff.

VPHR&D Thisroadmapledtomanyadjustmentsandalsofurtherresearch;updatedformostcurrentmarketcomparisons;2017updateidentifiesselectstaffadjustmentsremainingtobeimplemented.

StrategyB:Implementaweb-basedperformancemanagementsystemthatfacilitatesstaffperformanceevaluationandenhancement.

VPHR&D Implementedtherobustweb-basedReviewSnapsystemin2015.

StrategyC:Researchandimplementlow-cost,non-traditionalhealthandwellnessprograms.

VPHR&D RobustEmployeeAssistantPrograminplace;enhancedsignificantlysince2014.

StrategyD:FurtherembedWorkplaceValuesintothecampusculture.

VPHR&D Trainingsconductedroutinelyacrosscampus;performancereviewsandjobdescriptionsalignedaccordinglyby2017.


OBJECTIVE5.3 REVIEWANDIMPLEMENT,WHEREFEASIBLE,REMAININGRECOMMENDATIONSOFTHEFACULTYWORKLOADTASKFORCE.

StrategyA:Instituteanoptionalcoursereductionpersemesteronanongoingbasisinsupportofspecific,sustained,andsignificantprofessionalactivity.

PROV HasnotcomeforwardthroughtheFacultySenatenorPersonnelCommitteeoftheAcademicAssembly;definitionofcriteriaprovingchallenging.

StrategyB:Makeexpectationsforprofessionalactivityexplicitandconsistentacrossdepartments.

PROV RankandPromotionCommitteeoftheAcademicAssemblysuccessfullyrevisedFacultyHandbooktofosterparticipationinpeerreviewprocess;AY16sawgreatestnumberoffacultypromotionsinrank.

StrategyC:Compensatetheadditionalworkloadofdevelopingnewcourses.

PROV ImplementedasofAY15andpracticedroutinelysince.

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StrategyD:CompensatestudiofacultyattheLiberalArtsandSciencesfacultyratewhentheyteachliberalstudies-typecourses.

PROV ImplementedasofAY15andpracticesroutinelysince.


OBJECTIVE5.4 IMPLEMENTINSTITUTIONALMULTI-YEARBUDGETPLANNING.

StrategyA:Researchandimplementanenhancedbudgetingtoolthatallowsformulti-yearexpensebudgetingandrevenueprojections.

VPFAS,SRTEAM

ImplementedHousing,MealPlans,CBA,solarenergysavings,andFinanceReserveFundbudgetingwithintheCollegebudgetingprocesstoenhancemulti-yearprojectioncapabilities.

StrategyB:Cultivatestrongbudgetdisciplinethroughannualtrainingsforbudgetmanagers.

VPFAS BudgetAnalysthasmetwithmanagersinalldivisions;Self-Serviceallowsallmanagerstodrilldownforbudgetmaintenanceandplanning.

StrategyC:Establishperformanceindicatorsandregularlyreportbacktobudgetmanagerstosupportbudgetmanagementandcontrolspending.

VPFAS Self-ServicesystemforbudgetsrolledoutinFY15allowingmanagerstoaccessrealtimespendingandrevenuetracking.


OBJECTIVE5.5 COMPLETETHECAMPUSEXPANSIONPLANANDIMPLEMENTNEWSUPPORTSTRUCTURESFOREXPANDEDOPERATIONALNEEDS.

StrategyA:CompletetheCampusExpansionPlanbyFall2016.

VPFAS Added96,000sfofnewacademic,housing,anddiningspace.

StrategyB:Identifyenergycostsavings.

VPFAS Addedsolarpowergeneration;gainedLEADPlatinumcertificationonnewconstruction;addedLEDlightinginAhmansonhallfloorsB-3;re-landscapedtoreducewaterconsumptionacrosscampusgrounds.


OBJECTIVE5.6 STRENGTHENSUSTAINABILITYLEADERSHIPANDEFFORTSTHROUGHOUTTHECOLLEGE.

StrategyA:Exploreoptionsforsustainabilityleadership(suchasaDirector),andprovideprofessionaldevelopmentopportunitiesinsustainabilityforfacultyandstaff.

PROV Committeeactiveandrecommendationsreceived;positionbudgetallocationdifficultbutFacultyDevelopmentgrantsavailabletosupportprofessionaldevelopment.

Revised1/28/201727

StrategyB:Expandeffortstoembededucationaboutsustainableartanddesignpracticesintoallprogramcurricula.

PROV AddedtheSustainabilityMinorandmarkedallrelevantcoursesinthecatalog.

StrategyC:Expandeffortstodevelopsustainablecampusfacilitiesandmanagement.

VPFAS LEADPlatinumcertifiedcampusanddraughttolerantlandscaping.

StrategyD:ExpandtheSustainabilityAllianceandothercommunity/corporatepartnershipstoincluderepresentationfromallofOtis’artanddesignfields.

PRES,VPIA

Thisisbeingresearched;someinvitationstovariousart/designleadershavebeenissued.

StrategyE:ConsidersigningtheAmericanCollegeUniversityPresidents’ClimateCommitment.

PRES Signedsummer2017.

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APPENDIXA:GLOSSARYOFRESPONSIBLEPARTIES

AbbreviationPositionTitle

PRES PresidentPROV ProvostVPFAS VicePresidentofFinanceandAdministrativeServicesVPSS VicePresidentforStudentSuccessVPIA VicePresidentofInstitutionalAdvancementVPHR&D VicePresidentofHumanResources&DevelopmentVPM&C VicePresidentofMarketing&CommunicationsSRTEAM SeniorTeamALO AccreditationLiaisonOfficerDIR DirectorofInstitutionalResearchDAFA DeanofAdmissions&FinancialAidCIO ChiefInformationOfficerLAS LiberalArts&SciencesCSSO ChiefSafetyandSecurityOfficerCE ContinuingEducation/ExtensionSDL&LC SeniorDirectorofLibrariesandLearningCentersDG&E DirectorofGalleriesandExhibitions

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APPENDIXB:OTIS COLLEGEWORKPLACE VALUES(AdoptedbySeniorTeamonApril10,2012)Mission-Centric

Academicexcellence isourdriving force.Student---centeredthinkingguidesusandouractions.Collaboration

Westrivetocreatetrustandtolearnfromoneanother.Weencourage shared ownership and informed leadership.Communication

Wecommunicatewitheachotherhonestly and respectfully.We assume positive intentions.Performance

Wearecommitted tohigh standardsofperformance.Wearesolution-andservice-oriented.Sustainability

We think strategically andplan effectively.Weareadaptableandopentogrowthandchange.

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APPENDIX C:PROFILEOFOTISCOLLEGEFACULTY:ANOVERVIEWFORSTRATEGICPLANNING(DevelopedbytheFacultySenateinMarch2009asathoughtpiece;notaformallyadopteddocument)Thegeneralprinciple is tovalue teachingexperience,professionaldevelopment,dedication toOtisCollege,understandingof itsgrowth,challengesandpotential,aswellas toencouragecreative reinvention.Actingon thisprinciplemeansvaluingthededicatedworkofestablishedcareerprofessorsandsupporting their continued growth,while attracting andnourishingbright, talentednewly hired instructors.The idealOtis facultymemberhasdeepandbroad teachingexperience, freely sharesknowledgewith students,andsustainsprofessional/careerdevelopment,whileprovidingmentorshipto juniorfaculty.Asabody,OtisFaculty isadiversegroup,withanecessarilybroadrangeofage,genderandexperience levels,aswellasethnic,geographic, scholarly,socialandpoliticalbackgrounds.AsOtis invests inbuildingandsupportingthebestpossiblefacultybody, the followingoutline is intended toguidedecisionssurroundinghiringnew faculty, supporting thedevelopmentofexistingOtisFaculty,andmaintainingahealthyandsustainable facultybody.Generally speaking, theOtis Facultybody:

Cultivates creativity, insight andworld visionSupportsandcontributestotheoverallvisionoftheCollegeHasavisionaryapproachtochangeDemonstrates academic, professional and personal integrityCollaborates, iscollegialandwilling toshare ideasLeadswhennecessary,butalsocontributestoagroupvisionValuesandbuilds cultural and intellectualdiversityPromotes sustainability of self, institution and global communityActively participates in institutional policymakingwith integrity and transparencyIs innovative, inventive and intellectually curiousHasaspiritofexplorationofcultureandphysicalenvironment.Academically speaking, theOtis Facultybody:

Sustainsacommitmenttoclassroom/studioexcellenceandstudent-centeredlearningCommitstothegrowthandsuccessofeach individualstudentCommitstothestabilityandgrowthofthe institutionas indicatedbyawillingnesstoremainandgrowwiththeCollegeHonorsnon-hierarchicalmodelsofcollaborationandcommunicationExplores and develops future pedagogicalmodelsNurtures thedevelopmentofeach student’s individualvoiceandcollaborative skills.

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Professionally speaking, theOtis Facultybody:

Demonstratesamasteryofone’s fieldContributestoadvances inone’sfield,and iswillingtoengage inadjacentfieldsIs responsive to theneedsofaconstantlychangingstudentdemographicAnticipates the implicationsofa constantly changingworldMaintainsactive involvement inher/his fieldIscreativelyresponsivetodiverselearningstyles.

Documents

WORKING STRATEGIC PLAN for FY2015 - FY2019 … Progress Summary YR 3 1 28 18.pdfStrategic Plan will be presented to the community in late spring 2018, and to the Board of Trustees