Strategic Engagement

1. Strategic Engagement Communication after Engagement

2. Overall Participation • 152 Staff Members Participated in Sessions • 115 out of 138 Full Time Staff or about 83% • 115 Faculty Members Participated in Sessions • 53 out of 63 Full Time Faculty Members or about 84% • 31 Staff Members were team leaders • 25 Faculty Members were team leaders

3. Initial Feedback • The aspects of strategic planning that I have been involved in at Centenary College have been effective. • 65% of respondents agreed or strongly agreed.

4. Initial Feedback • The presentation given provided me with a greater understanding of this aspect of the star. • 75% of respondents agreed or strongly agreed. • The team sessions provided me with the opportunity to help shape the strategic vision of the college. • 82% of respondents agreed or strongly agreed.

5. Process • On January 17, 18, and 19th most of the college faculty and staff came together to work in groups of five on the strategic plan that the Executive Staff had created. • The recommendations were collected from each group and carefully compiled. • Executive Staff carefully examined all contributions and decided which contributions should alter the strategic plan. • Through significant debate, Executive Staff reached a consensus on the strategic plan.

6. Overall ChangesGoals • One new goal was added. • One goal was eliminated and the initiatives combined with another goal. • Two strategic goals were kept the same.

7. Overall ChangesInitiatives • Six new initiatives were added. • Fifteen out of twenty initiatives were adopted from the group work. • Three out of twenty had slight language modification. • One initiative was deleted. • One out of twenty initiatives remained the same.

8. Strategic Goal 1: New: Each Centenary student engages in and practices true learning (Eruditio Vera) • Deleted Goal 5: Each Centenary student engages in and practices reflective inquiry. • Initiatives are combined in True Learning. Leader: Mike Corso Team Members: Carol Yoshimine, Lynn Taylor, Kathy Turrisi, Judith Melbairde

9. Strategic Initiative 1.1 • ORIGINAL: Enhance the partnership between students and the staff, alumni, and faculty in the life of the Centenary and global community to create life changing experiences. • NEW: Create life-changing experiences through collaboration between students, the global community and Centenary faculty, staff, and alumni. Leader: Carolyn Coulson-Grigsby Team Members: Octavia Brown, Tom Brunner, Kathleen Boody, Beverly Slayton

10. Strategic Initiative 1.2: • ORGINAL: Tie community service and employment to curriculum, citizenship, and giving back to create a powerful learning and developmental experience. • NEW: Integrate community service and civic responsibility with the curriculum and co-curriculum to create a powerful learning and developmental experience through the practice of reflective inquiry. Leader: Melissa Barry Team Members: Stephanie Bolan, John Autore, Jean Robert, Dean Bethea

11. Strategic Initiative 1.3: • ORIGINAL: Create authentic assignments that demonstrate competency in our students. • NEW: Create intellectually supportive and safe curricular and co-curricular environments that allow students to engage in problem-based learning and to demonstrate growth. Leader: Carolyn Coulson-Grigsby Team Members: Octavia Brown, Tom Brunner, Kathleen Boody, Beverly Slayton

12. Strategic Initiative 1.4: • ORIGINAL: Continue to develop, support and assess a highly effective staff, faculty, and senior administration that can implement very effective pedagogy and service, and embrace continuous improvement. • NEW: Support, develop, and assess a highly effective staff, faculty, and senior administration that can engage all students in critical thinking, inquiry learning, problem-solving skills and lifelong learning. Leader: Melissa Barry Team Members: Stephanie Bolan, John Autore, Jean Robert, Dean Bethea

13. Strategic Initiative 1.5: • ORIGINAL: Enhance developmentally-appropriate curriculum with broad faculty input that is deliverable and customizable in multiple ways. • Consensus from groups was to leave this one as originally proposed.

14. Strategic Initiative 1.6: • NEW: Through intentional experiences, engage all students in understanding themselves, their contexts and perceptions to apply this knowledge from various sources to real world challenges. Leader: Chris Adamo Team Members: Sparky, Gary Caal, Kim Carswell, Christopher Linne

15. Strategic Goal 2: • ORIGINAL: Each Centenary student engages in and practices service leadership. • NEW: Each Centenary student engages in and practices service leadership and team building. Leader: Ken Autore Team Members: Suzanne Cubberly, Roxanne Thompson, Sally Cleary, Diane Brooks

16. Strategic Initiative 2.1: • ORIGINAL: Provide service-learning experiences supportive of the College’s mission that connect students with their communities. • NEW: Provide service-leadership and team building experiences supportive of the college’s mission that connect students with local and global communities. Leader: Barbara Hetzel Team Members: Paul Kaser, Shane Fitzpatrick, Shannon Jonas, Michelle Gustavson

17. Strategic Initiative 2.2: • ORIGINAL: Foster a commitment to informed and engaged participation in global concerns. • NEW: Intentionally integrate academic programs with service leadership experiences. Leader: Ray Frey Team Members: Lauretta Farrell, Maryann Fegan, Ray Flash, Beth Freeman

18. Strategic Initiative 2.3: • ORIGINAL: Foster a commitment and sense of responsibility to purposeful volunteerism consistent with the College’s history and mission. • NEW: Foster a life-long commitment and sense of responsibility to purposeful volunteerism and humanitarian concerns consistent with the college’s history and mission. Leader: Ray Frey Team Members: Lauretta Farrell, Maryann Fegan, Ray Flash, Beth Freeman

19. Strategic Initiative 2.4: • ORIGINAL: Student is able to recognize multiple meanings of leadership and practice accordingly so that they can understand where they best serve. • NEW: Provide students with opportunities to engage in the multiple facets of leadership in order to recognize and understand where and how they can best serve. Leader: Amy D'Olivo Team Members: Candace Chase, Ginny Elsasser, Andy DeStephano, Kathy Eastman

20. Strategic Initiative 2.5: • NEW: Create an atmosphere for students to initiate and take ownership of service leadership opportunities. Leader: Norm Cetuk Team Members: Mike Corso, Tish Carpenter, Nicole Comerro

21. Strategic Goal 3: • ORIGINAL: Each Centenary Student engages in and practices a values-centered life. • Consensus from groups was to leave this one as originally proposed.

22. Strategic Initiative 3.1: • ORIGINAL: Develop a student/faculty culture that continually challenges and supports each other in order to meet a values-centered life. • NEW: Develop a student/faculty culture that continually challenges and encourages all to live a values-centered life. Leader: Dean Bethea Team Members: John Autore, Dolores Bosco, Carol Bodrogi

23. Strategic Initiative 3.2: • ORIGINAL: Develop, support and assess a welcoming staff that practices and teaches the College’s shared values. • NEW: Develop, support, and assess a welcoming college community that practices and teaches the College’s shared values. Leader: Tish Carpenter Team Members: David Spencer, Theresa Fleming, Angela Elliott, Robert Frail

24. Strategic Initiative 3.3: • ORIGINAL: Develop a student body that knows how to gather and use information about their rights in order to civilly engage with members of any organization. • NEW: Develop a student body that knows how to gather and use information about their rights and responsibilities in order to civilly engage with members of any organization. Leader: Tish Carpenter Team Members: David Spencer, Theresa Fleming, Angela Elliott, Robert Frail

25. Strategic Initiative 3.4: • NEW: Develop a student body that applies their shared values to their personal and professional interactions. Leader: Glenna Warren Team Members: Donna Williams, David Sandri, William Radem, Rosa Osario

26. Strategic Initiative 3.5: • NEW: Create a welcoming environment which leads to a more diverse student body and that embraces differences of religion, culture, race, socio-economic status, age, and disability. Leader: Bryon Grigsby (substitute) Team Members: Josh Huber, Candace Halo, Chris Selena, Mim Gulick

27. Strategic Goal 4: • Each Centenary student engages in and practices global citizenship. • Consensus from groups was to leave this one as originally proposed.

28. Strategic Initiative 4.1: • ORIGINAL: Develop a sense of global citizenship in the curriculum and the co-curriculum that is modeled through the faculty and staff. • NEW: Develop global citizenship in the curriculum and co-curriculum that is modeled through the faculty and staff. Leader: Jen Novak Team Members: Ruth Ann Mueller, Peter Mathews, Matt Mendres

29. Strategic Initiative 4.2: • ORIGINAL: Create opportunities for students to partake of a life-changing international experience. • NEW: Create opportunities for students to partake in transformative international experiences. Leader: Octavia Brown Team Members: Kerry Barnett, Frank Bucci, Chris Adamo, Carol Bodrogi

30. Strategic Initiative 4.3: • ORIGINAL: Develop inter-cultural competencies so they can move across boundaries and into unfamiliar territory to see the world from multiple perspectives • NEW: Develop the intercultural skills and competencies to function autonomously and with sensitivity in a foreign culture. Leader: Kyle Baillie Team Members: Marianne Raimond, Joe Repice, John Holt

31. Old Strategic Goal 5Each Centenary student practices reflective inquiry. • Strategic Initiative 5.1: Through intentional experiences, engage all students in understanding their own perceptions and historical perspectives. • Strategic Initiative 5.2: Create opportunities for students to continually analyze and integrate what role they played in a particular experience. • Strategic Initiative 5.3: Develop ways for students to apply the knowledge they have learned about themselves and others in authentic, real world experiences. • Strategic Initiative 5.4: Intentionally integrate all the experience and opportunities both curricular and co-curricular that lead students to developmentally progress toward the practice of reflective inquiry. Leader: Mike Corso Team Members: Carol Yoshimine, Lynn Taylor, Kathy Turrisi, Judith Melbairde D E L E T E D

32. Strategic Goal 5: • NEW: Each Centenary student engages in a physical environment that is conducive to learning. Leader: John Simone Team Members: Maureen Mastro, Ginny Elsasser, Denise Keller, Ray Frey

33. Strategic Initiative 5.1: • NEW: Provide space for social interaction, leadership, reflectivity, and team work Leader: John Simone Team Members: Maureen Mastro, Ginny Elsasser, Denise Keller, Ray Frey

34. Strategic Initiative 5.2: • NEW: Provide an easily accessible study and studio spaces for collaborative learning. Leader: John Simone Team Members: Maureen Mastro, Ginny Elsasser, Denise Keller, Ray Frey

35. Strategic Initiative 5.3: • NEW: Provide secure, comfortable living and learning spaces Leader: John Simone Team Members: Maureen Mastro, Ginny Elsasser, Denise Keller, Ray Frey

36. Next Steps • A Situation Analysis needs to be compiled that demonstrates the trends higher education that will face over the next six years and how this plan responds to those trends. • A series of focus groups need to be done with prospective students, current students and alumni for appropriate fit. • A Metric Team will be created to articulate how we will measure the strategic plan. • A Financial Planning Model has been built to model what we need to do to fund the goals and initiatives.

37. Next Steps • Centenary College’s graphic arts students are working on an emblem that will best explain the vision for the strategic plan. • After the students have completed the emblem, we will allow the entire college community to vote on which one they like best. • Thanks to Gary Caal and all the hard work he is doing with his students to meet this goal.

38. Strategic Plan in Action • Through careful financial modeling and trend analysis, the President with Executive Staff will identify which initiatives will be commissioned, how they will be measured, and what resources will be needed. • An Executive Staff member will own the initiative and work with the VP of Strategic Implementation to create a project charter and project plan for execution. • Every two years, the community will review the accomplishments over the past two years and examine the next two years in order to make adjustments as needed.

39. Strategic Plan, 2006-2012 Engages in a physical environment that is conducive to learning.