1	"August 22" August 22, 2003
2	The New Higher Education Marketplace: Ten Trends Impacting the Implementation of Strategic Goals at Roosevelt University Recessionary Economic Conditions (Goal #5 - Financial Sustainability) Public Tuition Differential (Goal #5 - Financial Sustainability) The rise of for-profit colleges and universities. (Goal #5 - Financial Sustainability) The call to link institutional mission and programs with national and regional workforce development needs. (Goal #2 – Academic Recognition and Goal #7 - Lifetime Commitment) The need to increase comprehensiveness and market share through institutional brand development and management. (Goal #6 - RU Image and Reputation) The need to strengthen, link, and assess the teaching and learning processes. (Goal #1 – Student Success and Goal #2 – Academic Recognition)
3	The New Higher Education Marketplace: Ten Trends Impacting the Implementation of Strategic Goals at Roosevelt University The need to increase access for underserved student populations through new programs and schedules. Also, RU needs to proactively recruit in the Middle States.(Goal #1 and Goal #3 – Social Justice) The need to build strategic alliances with other mission-complementary organizations that capitalize on fluid, sometimes temporary, educational objectives and agreements in contrast to static, permanent merger structures. (Goal #2 – Academic Recognition) The need to find new income streams while saving resources and cutting costs. Similarly, RU needs to do more with less in the face of declining state support. (Goal #5 – Financial Sustainability) Instructional technology and e-learning: How far and how fast? (Goal #4 – Multi-campus Environment)
4	Ten Indicators of Academic Quality A Vigorous Academic Program Review Process A Clear Faculty Reward System, Including Promotion and Tenure Standards A Comprehensive Sabbatical Policy A Faculty-Driven Teaching and Learning Center with Adequate Resources for Professional Development Updated Websites, with Accessible Academic Information Comprehensiveness and Depth Appropriate to Each Discipline and Department An Up-to-Date Faculty Handbook Minimal Senior Year Transfer Rates RU Student Graduate School Acceptance Rates New RU Faculty and Student Academic Profiles
5	Key First Steps to Achieve National Recognition for High-Quality Academic Programs Increase RU’s visibility in the academic, artistic, and professional communities by supporting the publications, presentations, and professional contributions of faculty, students, and alumni Publicize more widely the achievements of RU faculty, students, and alumni Shape the RU budget process in ways necessary to empower the faculty and provost to design and implement key actions, such as the creation of a Teaching and Learning Center Update and improve the RU website and, in collaboration with this, encourage development of faculty home pages and more technological support for instructional purposes
6	Key First Steps to Achieve National Recognition for High-Quality Academic Programs (cont’d) Ask faculty members what new or expanded resources they need to address the varying teaching and learning levels among students in each classroom Offer more merit-based financial aid to targeted student cohorts Strengthen academic advising, academic support services, career placement services, and online and print library and learning services Provide faculty members with concise information on the value of branding in higher education. Encourage and recognize their efforts to enhance the value of Roosevelt’s name
7	Key Academic Program Review Criteria RU Mission Compatibility Roosevelt’s Evolving Vision for Future Growth and Development Roosevelt’s Distinctive Academic Program Strengths RU’s Marketability Project Student Preference Projected Employer Market Demand Career Relevance and Currency of Existing Programs Future Projected Student Enrollment Demand Program Market Shelf Life
8	Key Academic Program Review Criteria (cont’d) RU Measures of Program Viability Overhead Projected Program Cost Estimated Net Revenues Projected Return on Investment Current Resource Allocations Cross-Subsidy Contributions RU’s Resource Capability/Sustainability Human Capital Distinctive Faculty Strengths Future Cost Projections – Sustainability Program Replacement Costs
9	Key Academic Program Review Criteria (cont’d) RU’s Market Competition Unique or Distinctive Program Offerings Head-to-Head Market Competition Prospective Strategic Alliances RU’s Barriers to Entry Sunk Expenses Ramp Up technology Implementation, Marketing and Ongoing Management Issues Academic Licensure and Accreditation Other External Specialty/Regulatory Approvals
10	The New Student Profile Challenges Full-time students seeking self-paced learning programs Disappearing elements of campus life Decreasing student skill levels Part-time faculty culture The “graying” professoriate Best Practices Utilize a variety of innovative teaching formats, including coaching and mentoring Adjust current course format and scheduling models to support changing expectations and lifestyles Implement new forms of faculty development that includes skills training components Provide multi-part, ongoing orientation programs for adjunct instructors at flexible times Maintain an inclusive, supportive culture of teaching, learning and professional development
11	“Retention is Everyone’s Responsibility” Retention Primer Collect RU student services satisfaction data on specific issues such as counseling, food, housing, bookstore, safety, financial aid, library, and other facets of student life. Closely review the data to determine the possible reasons for attrition. Discover through focus group meetings with current RU students and recent RU graduates an appreciation of what is offered at the University that allows and encourages a student to remain through graduation (retention success stories). Convene an RU Retention Task Force (which should include four or five of the most sensitive, caring senior faculty) to meet at least weekly and develop action plans, statistical reports, trend analyses, quality strategies, action plans, assignment responsibilities, and recommendations about resources needed. While complaints about student parking and food services are rampant at most American universities, any concerns raised by more than 10% - 20% of the RU students or recent graduates who are polled must be reviewed, addressed, and solved.
12	“Retention is Everyone’s Responsibility” RU’s Retention Issues Issues may include: The design and cleanliness of living and learning spaces The lack of quiet places for studying The sufficiency of library opening hours and library contents, including electronic pathways to information Food Services – quality, pricing, hours, variety Bookstores – pricing, textbook availability, etc. The number and quality of parking spaces and downtown transportation issues Registration – the variety and availability of courses including patterns of offerings at the unit level and the appropriateness of academic advising The processing of financial applications Providing “hang-outs” – community-building places for study and social interaction
13	“Retention is Everyone’s Responsibility” RU’s Retention Strategies Strategies suggested below can in many cases reduce attrition and boost retention by about 10%: Vivid, interesting, and useful orientation programs that bond students with the University Accessible and helpful academic advisors and a user-friendly academic advising handbook Well-designed first-year seminars that address issues about RU, student status, problem-solving methods, as well as career and academic planning. Also consider programs for parents and other family members A student-centered attitude of caring by faculty, student mentors, administrators, and staff Appropriate training for all teaching assistants and adjuncts Prompt attention to academic difficulties. Through an academic probation process each student in difficulty must receive immediate diagnosis and assistance A variety of student-life activities (including intramural and club athletics) Better communication in all forms of media and in person about what is going on at RU, an essential component to a sense of community Places on campus for student to socialize Faculty and staff must be briefed on the urgency of the retention recommendations. Roosevelt University’s executive leadership team must visibly and personally support the retention initiatives, socialize with students, and personally thank those faculty and staff who make extraordinary commitments to serving student needs.
14	Comparative Data on Roosevelt University
15	Comparative Data on Roosevelt University
16	Financial Sustainability
17	Academic Quality + Student Success = Financial Sustainability
18	Examples of Indirect Impact of Academic Quality and Student Success Relevancy and Currency of Programs: increased marketability in competitive environment Faculty Accessibility to Students: impact on retention
19	Direct Faculty Participation Affects Financial Sustainability Resource Allocation New Revenue Streams
20	Examples of Resource Allocation Actions Scheduling Selective Use of Technology Developing Common Core Courses Curtailing or Repackaging Unsustainable Programs Class Size
21	Examples of New Revenue Streams More Residential Students Increased Partnerships and Alliances Expanded RU OnLine Increased Sponsored Research and Philanthropy
22	Moving Beyond the Status Quo: Providing Financial Conditions for Margin of Excellence Intergenerational Equity
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24	Student Success At Roosevelt University
25	Student Success Excellence in the Classroom Keep some classes small Assign homework and discuss it Emphasize writing Use peer-to-peer critiques
26	Student Success The One-Minute Paper K. Patricia Cross What is the “big point” you learned today? What is the main unanswered question you leave with today? What is the “muddiest” point?
27	Student Success Establish a Culture of Achievement Good mentoring and advising matters to students Encourage students to get to know one faculty member (reasonably well) each semester Provide opportunities for successful upper-class students to share their academic advice Encourage students to keep a timelog
28	Student Success Diversity is an Institutional Asset Emphasize Roosevelt’s social justice mission in public discourse and informal interaction Students value the opportunity to interact with and learn from students whose backgrounds are different from their own Students seek a “presumption of goodwill” in cross-cultural encounters Community service dimensions of coursework add meaning and context to academic/co-curricular experiences
29	Student Success Create A Retention Program Assign a retention officer to oversee program Assess student satisfaction with all aspects of the RU experience and use the results to inform policy and practice Set measurable annual goals to improve persistence to graduation Appoint an ad hoc group to establish a three-year retention plan Conduct exit interviews when students are leaving the university