2019 - 2020 Strategic Plan Progress Report

Goal #1: Support and maintain the enrollment necessary to sustain the vitality of the College in the face of shifting environmental conditions and changing student needs.
STRATEGY: Promote the College’s mission as that which differentiates us, particularly for recruitment purposes.
DIVISION STATUS
Enrollment Management SJC Brooklyn
Enrollment Management SJC Long Island
STRATEGY: Develop a comprehensive system and set of initiatives that would monitor and improve retention and graduation rates.
DIVISION STATUS
Enrollment Management SJC Brooklyn
Enrollment Management SJC Long Island
STRATEGY: Maintain and promote commitment to affordability and attainability,and continue to promote the value and return on investment of a St. Joseph’s College education.
DIVISION STATUS
Enrollment Management SJC Brooklyn
Enrollment Management SJC Long Island
Institutional Advancement
STRATEGY: Foster a college-wide responsibility for recruitment and retention.
DIVISION STATUS
Enrollment Management SJC Brooklyn
Enrollment Management SJC Long Island
STRATEGY: Enhance systems to better support and distribute data for trends, measurement, predictions, planning and enrollment design.
DIVISION STATUS
Enrollment Management SJC Long Island
STRATEGY: Understand St. Joseph’s College’s position in the higher education landscape in order to attract and retain a diverse student population, expand our reach and differentiate the College from competitors.
DIVISION STATUS
Enrollment Management SJC Long Island
Information Technology
Marketing & Communications
STRATEGY: Enhance community partnerships to foster opportunities that further the mission of the College.
DIVISION STATUS
Enrollment Management SJC Brooklyn
Enrollment Management SJC Long Island
Goal #2: Advance the College’s standing as a dynamic institution committed to academic excellence integrally linked to promoting a values-oriented education.
STRATEGY: Increase instructional and technological resources to meet the needs of a growing and changing College community.
DIVISION STATUS
Provost/Deans
STRATEGY: Develop new programs and certificates and reposition or grow current programs —professional and liberal arts —to respond to educational needs in the region,and develop SJC into a center of intellectual activity in our areas.
DIVISION STATUS
Provost/Deans
STRATEGY: Provide meaningful student experiences characterized by excellent academic preparation, high retention and graduation rates, and active engagement with the College both before and after graduation, keeping in mind the mission and goals of SJC as front and center.
DIVISION STATUS
Institutional Advancement
Provost/Deans
STRATEGY: Increase faculty development opportunities to promote innovative instruction that meets the increasingly diverse needs of our student populations, and to ensure appropriate opportunities and support for academic research and scholarship that enriches instruction and enhances the College’s reputation.
DIVISION STATUS
Information Technology
Provost/Deans
Goal #3: Provide a student-centered, transformational experience that prepares all students for meaningful and successful lives.
STRATEGY: Engage all members of the SJC community in building campus spirit by honoring the College’s traditions and core values through events and programs that foster pride and a strong connection to the institution.
DIVISION STATUS
Information Technology
Institutional Advancement
STRATEGY: Support and strengthen a diverse learning community that is characterized by unity, inclusion, appreciation, civility and respect.
DIVISION STATUS
Information Technology
Goal #4: Enhance public awareness, understanding and visibility of the College.
STRATEGY: Emphasize the spiritual, moral and intellectual tenets of the College’s mission, and integrate it into all aspects of college life through enhanced communication about the history, values and uniqueness of the College.
DIVISION STATUS
Institutional Advancement
Marketing & Communications
STRATEGY: Collaborate and leverage the effort of all departments and constituencies to enhance institutional reputation and awareness.
DIVISION STATUS
Enrollment Management SJC Brooklyn
Institutional Advancement
Marketing & Communications
Provost/Deans
STRATEGY: Create greater opportunities for meaningful alumni and community partnerships, as well as increased philanthropic interest in the institution.
DIVISION STATUS
Institutional Advancement
Marketing & Communications
STRATEGY: Highlight the College’s commitment to student outcomes and overall success.
DIVISION STATUS
Marketing & Communications
STRATEGY: Position SJC Online as a regionally and nationally recognized program/campus through increased marketing efforts, outreach and expansion.
DIVISION STATUS
Marketing & Communications
STRATEGY: Position the College as an engaged member of the local and global communities it serves through service and leadership initiatives.
DIVISION STATUS
Marketing & Communications
STRATEGY: Establish priorities for the purposes of marketing, advertising and how we present ourselves to the public through intentional strategic engagement with faculty, staff, alumni, students and others in the SJC community.
DIVISION STATUS
Marketing & Communications
Goal #5: Identify and obtain the necessary resources (financial, technological, human, physical) to support the mission and goals of the College.
Financial/Institutional Advancement
STRATEGY: Maintain and promote a commitment to affordability, which helps to ensure an SJC education is within the financial means of our prospective and current students.
DIVISION STATUS
Chief Financial Officer
Institutional Advancement
STRATEGY: Raise funds that lend to institutional strength and priorities.
DIVISION STATUS
Chief Financial Officer
Institutional Advancement
STRATEGY: Increase alumni engagement and participation, while expanding the SJC professional network.
DIVISION STATUS
Chief Financial Officer
Institutional Advancement
Technological
STRATEGY: Identify administrative areas with opportunities to improve efficiency and optimization of business process through increased use of technology and professional development.
DIVISION STATUS
Information Technology
STRATEGY: Strengthen our overall cybersecurity position by formulating a comprehensive security plan.
DIVISION STATUS
Information Technology
STRATEGY: Encourage and foster innovation, including the integration of new systems and technologies throughout the institution, promoting consistency between the campuses.
DIVISION STATUS
Information Technology
STRATEGY: Promote use of hardware and software consistent with increased use of high-impact learning technologies and increased enrollment.
DIVISION STATUS
Information Technology
STRATEGY: Improve planning processes and decision making by utilizing IT portfolio management framework to provide a common approach to efficiently review, prioritize and execute information technology projects, while ensuring alignment with the College’s strategic initiative.
DIVISION STATUS
Marketing & Communications
Human Resources
STRATEGY: Increase diversity in all areas related to personnel.
DIVISION STATUS
Institutional Advancement
STRATEGY: Ensure that the College is fair and competitive with compensation and benefit packages in the New York metropolitan area.
DIVISION STATUS
Chief Financial Officer
STRATEGY: Improve sense of community by providing staff with an opportunity to contribute to the betterment of the College.
DIVISION STATUS
Marketing & Communications
STRATEGY: Recruit, develop and retain talented faculty, staff and administrators to address the educational needs of all students.
DIVISION STATUS
Institutional Advancement
Physical Space
STRATEGY: Enhance, maintain and sustain campus facilities to support reputation, student experience and recruitment.
DIVISION STATUS
Information Technology
Chief Financial Officer
Institutional Advancement
STRATEGY: Engage campus community in creating a more sustainable future with a greater awareness of the College’s impact on the environment.
DIVISION STATUS
Chief Financial Officer
STRATEGY: Create and implement a comprehensive and renewable three-year facilities master plan and proactive maintenance plan, which is inclusive and articulates linkages between other master and/or strategic plans.
DIVISION STATUS
Chief Financial Officer
Public Safety and Security
STRATEGY: Provide a working and learning environment within facilities on both campuses and the off-campus environment, within which the College community is both physically and emotionally safe and secure.
DIVISION STATUS
Chief Financial Officer
STRATEGY: Continue to implement and update Emergency Action Plans, which would include evacuation drills, safety training to the campus community and remote operation plans through internal and/or outside sources.
DIVISION STATUS
Chief Financial Officer