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Faculty Day 2014

Faculty Day 2014. Updates/Climate Survey. The ODMI. A Framework for Getting to Inclusion. ACADEMIC BLUEPRINT http:// www.stmarys-ca.edu /provost-vice-president-for-academic-affairs/academic- blueprintplan.

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Faculty Day 2014

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  1. Faculty Day2014

  2. Updates/Climate Survey

  3. The ODMI A Framework for Getting to Inclusion

  4. ACADEMIC BLUEPRINThttp://www.stmarys-ca.edu/provost-vice-president-for-academic-affairs/academic-blueprintplan Prepare students for ethical and effective engagement in a diverse and global environment. Promote learning and teaching for innovation, creativity, and collaboration. Build leadership that advances social justice. Improve student success

  5. New Students (UG) 20% from outside CA (including international; 29 states represented) 22 International Frosh/3 transfers representing Australia; Canada, PR China; France; Germany; Hong Kong; Nigeria; New Zealand; Philippines; Vietnam; United Kingdom (9 are recruited athletes of the 22) 8% African American; 3% American Indian; 19% Asian American; 29% Latino 23% Honors at Entrance

  6. Climate Survey 2014

  7. Climate Survey 2014 Administered to Staff and Faculty 2006-8-10-12-14 Highest response rates ever • Staff from 196 to 320 • Faculty from 132 to 240 • Students moved to normed surveys Six year trend data with shifts of 5% or more

  8. JOB SATISFACTION (Staff) Percent "Very Satisfied" or "Satisfied” +/- 5% • INTEGRATION OF THE STAFF CAMPUS LIFE: 57% = +18% • CAMPUS ADMINISTRATIVE LEADERSHIP: 58% = +17% • ACCESS TO TECHNICAL SUPPORT AND ASSISTANCE: 76% = +16% • CAMPUS ADMINISTRATION SHARING INFO: 54% = +15% • OPPORTUNITIES TO INTERACT WITH FACULTY: 63% = +10% • STAFF COUNCIL 59% = +8% • JOB SECURITY: 79% = +8% • OPPORTUNITIES TO INTERACT WITH STAFF: 82% = +7% • QUALITY OF SUPERVISION: 70% = +5%

  9. CAMPUS CLIMATE (STAFF)Percent “A Great Deal of Emphasis” +/- 5% • DEVELOPING AN INCLUSIVE COMMUNITY 48% = 20% • DEVELOPING APPRECIATION FOR MULTICULTURAL SOCIETY 47% = 17% • PROMOTING…DIFFERENCES OF OPINION AIRED OPENLY AND REGULARLY 32% = 16% • INCREASING REPRESENTATION OF PEOPLE OF COLOR • In the staff: 26% = 14% • In the administration: 20% =15 • in the faculty: 22% =7% • ENCOURAGING COLLABORATION BETWEEN OFFICES 19% =8% • DEVELOPING A SENSE OF COMMUNITY 39% = 5%

  10. DEGREE OF SENSITIVITY OR INSENSITIVITY (STAFF) Percent “Frequently" or "Occasionally” +/- 5%

  11. The Working Environment - Staff Double Digit Improvements from 2008: Often given feedback – 64%, up 18% Duties match job description – 70%, up 14% Work contributions appreciated by supervisor – 83%, up 11% Single Digit Declining Areas of Note: Some sense of favoritism, of supervisor not understanding job, can’t attend campus events, not always respected, need to change personal characteristics to fit in

  12. Faculty Results, 2008-2014,SMC Places “A Great Deal of Emphasis On,”+/- 5% SMC places a great deal of emphasis on: Increasing representation, people of color, in: staff +17% administrators +14% faculty +7% Developing an inclusive community +14% Promoting climate of openness of opinions +11% Encouraging collaboration between offices +10% Helping students learn how to make positive change +6%

  13. Faculty Working Environment, % “Agree” or “Strongly Agree” +/- 5%

  14. Faculty Working Environment % “Agree” or “Strongly Agree” +/- 10%

  15. Faculty Job Satisfaction, % “Satisfied” or “Very Satisfied” +/- 5%

  16. Faculty Job Satisfaction % “Satisfied” or “Very Satisfied” +/- 5%

  17. …for further analysis… Microclimates? Absolutely.

  18. Polarization? Probably Not.

  19. Polar Microclimates? Lecturers, Gender

  20. Overall the Weather’s Just Fine, but… Staff Faculty Need clearer expectations for tenure and promotion Stress around service and advising Some variation in job satisfaction based on gender Hiring for diversity must be intentional to occur Attend to disagreements without overstating polarization • Jobs may not be understood • Feel distant from faculty; issues of disrespect • Relational culture can feel like favoritism • Would like to feel more integrated into academic culture

  21. Data Mining & Predictive Analytics

  22. Retention/Graduation as UG Revenue Driver • Not enough to focus on bottom academic performers • Longer they stay without graduating, the more likely debt (and no degree) • Revisiting financial aid strategy as part of retention • Exploring data analytics to predict who is at greatest risk of attrition • UG analysis then extended to graduate and professional students

  23. Strategic Planning

  24. Higher Ed & National Conversations • Legislation: Performance-based funding, Title IX, NCAA, Compliance • Value Proposition: Gainful Employment, ROI, Online Degrees, Cost Calculators & Scorecards • Funding Sources: Shift from public to private Costs + Suspicion = Resentment, Disbelief

  25. The most recent report from the Delta Cost Project concluded that “faculty salaries were not the leading cause of rising college tuitions during the past decade. Increased benefits costs, nonfacultypositions added elsewhere on campus, declines in state and institutional subsidies, and other factors all played a role.” AAUP Cost Report, 2014

  26. Draft Vision Statement Saint Mary’s College of California will be the leading Catholic comprehensive university in the western United States – known for its academic excellence, foundation in the liberal arts, ethical leadership for social justice and the common good, integrative and collaborative learning, and a distinctive transformative education for students.

  27. Strategic Planning 2014 - Directives • Raising Academic Profile and Distinction • Supporting the Student Lifecycle • Expanding Responsibility for Lasallian Higher Education • Facilities and Footprint • Getting the Message Out • Foundations in Affordability

  28. Key Themes Raise Academic Profile and Distinction (More later) Support the Student Lifecycle • “Destination campus” with housing and co-curricular strategy to enhance community experience • 24/7 campus • Prepare graduates for meaningful professional lives Expand Responsibility for Lasallian Higher Education • Increase support for mission development & model dialogue of integration • Invest in sustainability as stewardship of the earth and service to the economically poor

  29. Key Themes Facilities and Footprint • Complete Master Plan Update • Advance & sequence new projects; modernize existing facilities Getting the Message Out Complete brand assessment, launch marketing plan, and assess efforts Foundations in Affordability • Enrollment & retention plan and articulate financial aid philosophy • Workforce planning and efficiency • Advance culture of philanthropy

  30. Adjournment and Reception.Thank you!

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