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0<7~p V Antioch College STRATEGIC PLAN PROGRESS REPORT 12/13/99 Robert H. Devine, President Hassan M. Nejad, Executive Vice President and Dean of Faculty Antioch College Strategic Plan Progress Report Table of Contents Introduction 1 1. Overarching Goals of the Plan 2 2. Faculty Positions 2 3. Faculty Compensation & Development 3 4. Program Development, Evaluation and Assessment 4 5. What Remains 4 6. Review of Action Steps 6 •Highest Strategic Advantage 6 •Second Highest Strategic Advantage 10 •Third Highest Strategic Advantage 13 Antioch College Strategic Plan Progress Report 12/13/99 introduction) ^t its meeting of September 10,1996, the Administrative Council of Antioch College (AdCil) created a strategic Planning Task Force and charged it with developing a comprehensive plan to strengthen the College, improve the quality of the Antioch education at every level, and secure its viability into the next (fcntury, while at the same time affirming its legacy and values. f he planning effort followed a "fiscal effectiveness analysis" conducted by a Board/College cornmittee that compared cost and revenue structures of the College with those of its peer institutions, and assessed the College's strengths and weaknesses. The Strategic Plan was to include goals and priorities, action steps, \me-lines, cost estimates and lines of accountability, was to build on that analysis, and was to be Completed by February of 1997. The planning process that followed, led by Dr. Hassan M. Nejad, executive Vice President and Dean of Faculty, engaged the entire Antioch College community - including our extended family of alums and friends — and involved hundreds and hundreds of hours of community discussion and deliberation. the Plan came at a critical time in the College's history. The College was faced with (1) an enrollment that had decreased to 509 FTE; (2) high levels of attrition and first-year attrition that had skyrocketed to 34%; (3) growing student dissatisfaction with aspects of the academic program, Co-op, and student services; (4) an anemic endowment of a little more than $ 11 million; (5) the increasing cost of maintaining a physical plant consisting of over 34 buildings and more than 1,000 acres, designed for a student population of about 1,200; (6) a deeply felt need to improve multiculturalism, race relations, and other forms of diversity, understanding, and civility in our community; (7) chronic financial problems and shortfalls that had resulted in two successive years with large deficits; (8) low morale across all groups of employees; (9) high turnover in the senior administration of the College; (10) an increasingly competitive market for both students and faculty among selective liberal arts institutions; and (11) lack of a comprehensive institutional plan with goals and objectives and a clear direction for the future. Our Strategic Plan was an initiative aimed at enable the College to shape its future rather than accepting it, to develop greater understanding of its internal and external environments, and to make things happen o ther than simply reacting to change. "ffoe Board reviewed and approved the plan at its February 1997 meeting. This fall, a little more than two aod one-half years later, we reviewed the progress we've made on our Strategic Plan, both in terms of its overarching goals and in terms of the specific action steps we've taken to achieve our goals. We would ifce to share with you some of the progress that we have made itioch College Strategic Plan Progress Report - 12/13/99 -1- . Overarching goals of the plan. (a) To increase the enrollment of the College to 800 through improvements in recruiting (13% annually) and retention (2% annually) in order to spread the fixed costs of -operating the College over a greater number, thereby making Antioch College financially viable; Progress! We have made steady improvements in enrollment, and are well on our way . to realizing our goal of 800 students. While we have not fully achieved our goals for recruitment increase, we have dramatically exceeded our goals for improving retention, and as of the fall of 1999, the College has an unduplicated head count (the number of different students enrolled at the College) of 704, a credit-derived Full Time Equivalent (FTE) number of 648, and a budget-derived Full Pay Equivalent (FPE) number of 712. (b) To make improvements to the physical plant of the College in order to improve the possibility of attracting and retaining students; Progress;: We made substantial improvements to the physical plant of the College, including the renovation of Birch Hall and the Amphitheater, replacement of the Library roof, the refurbishing of North Hall and Mills, the acquisition of four additional College vans, the addition of accessible restrooms in the Antioch Inn, and the renovation of the Bruce McPhaden Conference Room in the Inn. We have a substantial amount of physical plant work and deferred maintenance remaining, but a Renovation Task Force will bring forth a campus plan by the end of the spring term. Addressing capital needs is critical to the College's long-term prospects. (c) To build and enhance the technology infrastructure of the College, again in order to increase our chances for attracting and retaining students; and Progress: With the support of the Mac Arthur Foundation grant and alumni, the College has been able to put the Olive Kettering Library on line, to add and upgrade computing labs, to wire half of the campus, to upgrade the campus network, to provide new faculty computers, and to make a range of technology improvements to the campus. Again, there is much critical work remaining to be done, but the College will continue to build the network, wire buildings and improve infrastructure as funding becomes available. (d) To build the endowment of the College in order to address the central dis equilibrium of College operations, the $3.2 million in unfunded aid that Antioch provides each year to make the College affordable to its students. Progress: Since 1996, the College endowment has grown from $11.6 million to its current level of $17 million. Our closest competitor in the Great Lakes Colleges Association has a $ 100+ million endowment. We are currently moving forward with the groundwork for a major capital campaign to address this central need. This is critical for the College's long-term viability. 2. Faculty Positions In the 1996-97 and 1997-98 academic years the College had a total of 56 faculty positions (including 4 part-time). Out of these, 9 were non-tenure-track and/or filled with "adjuncts." There was no guarantee that if a position became vacant it would be filled in the same program/ department. The result was job insecurity for the faculty and instability and unpredictability in program delivery. Antioch College Strategic Plan Progress Report - 12/13/99 juided by the goals of the Plan, we recommended to AdCil in April 1997, and AdCil approved a 'Realignment and Stability of the Curriculum and Faculty Positions" plan. This plan stabilized faculty positions in their programs/departments and provided a blueprint for adding new positions as the Enrollment and retention goals of the Strategic Plan were met. We also asked AdCil to approve converting all vacant positions and non-tenure-track positions, to tenure-track. As has been noted, this recommendation and decision was contrary to the current trends, then and now, in higher education. We searched for 16 positions in 1997-98 and filled all 16 (12 as tenure-track and 4 as non-tenure-track because of the outcome of the searches or the fact that they were replacements). Searches continued during 1998-99 academic year. The total number of faculty positions as of the fall of 1999 is 61 (a net increase of 5 full time in just two years). We have recently added a Computer Science position and upgraded our half-time photography and the second Theater position to full-time and tenure-track. The College will have a total of 63 full time faculty positions at the beginning of next academic year. All of these positions are tenure-track, and the stability and continuity that have come from the new positions have contributed significantly to the strength and quality of our academic program, and to our efforts to attract and retain students. Our older colleagues and College historians tell us that this is the highest number of faculty in almost 25 years. As part of this major transition in the faculty of the College, we implemented a rather comprehensive orientation and mentoring program for our 16 new colleagues in 1998-99 and are doing the same this year for an additional 6 new faculty members. The number of co-op faculty is also at a higher level than it has been in the past 25 years. Co-op received a grant that allowed classroom and co-op faculty to work together to develop co-op preparation courses. This grant has also contributed to the co-op orientation program in a significant way Communication wjti^ Students while on co-op has been strengthened and continues toJ)eJniproved. _Pur future agenda includes work onaddmg positions in other areas such as economics, history, literature and creative writing based 3n auricular needs and student demands, _A 3. Faculty Compensation & Development The Strategic Plan calls for significant improvement in faculty compensation This is yet to happen. But after several years of either no improvement or below inflation rate adjustments. College faculty have received an average of 4.02% increase as a pool for the last three years. In addition, several faculty members have received equity adjustments. The Faculty Salary and Benefits Committee developed, presented to the faculty, and submitted to AdCil a multi-year plan which can bring us into the bottom range of GLCA institutions. The plan was voted on by AdCil on November 9, and the administration, Faculty Salary and Benefits Committee, and the Budget Committee will work together to prepare an implementation plan by January. In the arena of faculty development, we have made progress in providing support for the professional development activities of our faculty. The average annual support is larger than what it was just three years ago. Of course this is a continuous effort and requires continued fund raising. In addition to direct support for professional travel which includes the Co-op and the Library faculty, we have increased our participation in the GLCA, SOCHE and OFIC (from which we actually received a grant for Co-op preparation) sponsored conferences and professional meetings. f Despite some delay in repair and the unevenness in the quality of hardware and software, all faculty members who have requested a computer have been provided with one. In addition, since last Spring our Library was fully automated and went on line to OhioLink, such access to online information either in our offices or in the Library has expanded our professional development opportunities. In the last two years the College has invested close to half-million dollars in technology that directly or indirectly support the faculty, students, and the academic program. Antioch College Strategic Plan Progress Report - 12/13/99 -3- 4. Program Development, Evaluation and Assessment In most programs, but not all, significant restructuring has taken place. Program components have been redesigned, new courses have been developed, existing courses have been revised, and distinguished scholars, artists, and activists have been invited to campus to contribute to the academic, intellectual, and cultural climate of the College. In meeting this particular goal of the Plan, we have had (1) several faculty meetings in the last three years on learning styles, the general education program, summer blocks, and narrative evaluations; (2) three dinner/discussion dialogues in 1998-99 on teaching and learning and how to improve teaching quality; and (3) started a process for developing an assessment plan for the College based on each program/department 's learning objectives; and (4) are planning three or four more dinner/discussion dialogues on the curriculum this year. Also planned for this year are workshops on block teaching, the appointment of a committee to evaluate the effectiveness of the summer term and then make constructive recommendations, and the appointment of a committee to review our General Education program and make actionable recommendations to the faculty. In compliance with the Strategic Plan we have up-dated and published our academic policies, especially in view of the new calendar, and have been developing and publishing our course schedule one year in advance. Our College-wide program review by an Antioch University team was scheduled for Spring 2000. Recently, as a result of discussions with the Academic Program Committee, the College informed the Antioch University Academic Deans Council that evaluation of College programs would be better handled by our peer institutions rather than by a University team. Based on this, the College will invite a small team of GLCA faculty to help us evaluate our academic and the Co-op programs in Fall 2000. AEA has now been fully integrated into the College. Its enrollment is up by 20% over 1997-98 and has had one of its programs (Women's Studies) already evaluated by our own faculty. The Academic Learning Center is quite active in providing the kind of support that many of our students need in order to excel in their majors and in the General Education program Our assessment committee and indeed, all faculty members have been working continuously to develop an assessment plan for the entire curriculum. We have made significant progress in developing departmental and program specific plans and will produce an institution-wide plan this spring. 5. What Remains While we have accomplished a great deal during this last year, we have a great deal of work ahead of us. Fortunately, our efforts continue to be guided by the College's Strategic Plan. In brief, some of the activities that are under way or that are a continuing part of our agenda include: •Continuing the strengthen the Academic Program. An ad hoc review committee has been appointed to review the General Education program and make recommendations. Other committees have been appointed to review our Student Evaluations of Instruction and to review our three-year-old Summer program. Actionable recommendations are expected from each of these committees. An Assessment Committee has brought forth an assessment plan for the College, as we prepare ourselves for our next North Central Association Accreditation review in 2002. In the meantime, we continue to strengthen the faculty by hiring well. The first wave of 12 new tenure track hires that joined the College in the fall of 1998 were aU recommended for contract renewal by AdCil. The plan for compensation improvement brought forward by the Faculty Salary Committee is expected to contribute to the College's ability to attract and retain high-quality faculty. Antioch College Strategic Plan Progress Report - 12/13/99 •Continuing to strengthen Co-op. In addition to recent hires In the Department, and the appointment of a Dawson Chair, we continue to make efforts to strengthen our relationships with employers, to increase communication to students in the field, to strengthen the reflection and evaluation processes, and to address the problems of integrating field work with classroom study. An Ohio Foundation of Independent Colleges has classroom and Co-op faculty working together, and we are currently seeking funding to enable classroom faculty to travel with Co-op faculty in visiting co-op sites. •A Campus Plan. We are presently engaged in a broad community process to develop a long-term plan for the physical faculties and campus. A Renovation Task Force of faculty and students has conducted extensive listening sessions across the campus, encouraging the community to do some "responsible dreaming" about the manner in which our physical faculties reflect our mission and values, and has begun synthesizing these findings for further community discussion. The Task Force has also done a thorough physical audit of each building on campus, and wUl begin to work with the community to develop priorities during the spring term. •Continuing efforts to build national presence. We are encouraged by recent positive press coverage of the CoUege, both reglonaUy and nationally. We wUl endeavor in the year ahead to continue to build awareness of the distinctive and innovative nature of one of the premier liberal arts institutions in the country.. •Glen Helen. We have brought the Glen closer to the CoUege during these past several years, and will continue to move in that direction. We are currently searching for an Executive Director for the Glen Helen Ecology Institute, to bring leadership to our twin missions of stewardship/ preservation and environmental education, and that individual wUl be accorded faculty status at the CoUege. We wUl resume planning for the Glen's long term future when that position has been filled. •Greening the campus and finding a focus for our wide array of strong environmental programs. The CoUege's day-to-day operations and maintenance, as well as our long term planning for the physical plant of the campus, are increasingly focused on becoming more energy efficient, reducing waste, and generaUy lightening the "footprint" of the CoUege. From the tremendous strides we've made In reducing campus water consumption to the insightful "trash analysis" of CoUege waste conducted by a student environmental group, the CoUege has become increasingly concerned with "greening" the campus. Our programs in Environmental Science, Environmental Studies, along with our Environmental Field Program, our various Glen Helen Programs, and our founding membership in the National AlUance of Green Educators continue to provide an arena of unprecedented programmatic strength. •Leadership institute and extending service. During the fall of 1999 we Initiated a "Community ResponsibUity Scholarship" program that provided merit financial aid awards to students who were engaged in, and committed to continuing, community service work. In combination with our Bonner Scholars Program, this new scholarship program wiU increase to 200 the number of students who are actively engaged in community work beyond the campus. To support these students in their continuing acquisition of theoretical understandings and practical skills, the CoUege wUl initiate a Leadership Institute for entering students during the summer of 2000, and wlh develop a program of ongoing leadership training throughout the year for continuing students. This program wUl extend our effort in the direction of linking liberal arts education to the creation of public citizens. •Continuing to address multicultural issues. An AdCil-appolnted Task Force will be bringing forth a recommendation for a Racial Discrimination Prevention Policy in the spring of 2000, and the Office of Multicultural Affairs continues to offer workshops and support for building an anti-racist and multicultural institution. We continue to strive for greater diversity among faculty, staff, adniinistrators and students, and the Dean of Faculty wUl be bringing forth a report to AdCU in the spring of 2000 on our efforts to recruit and retain faculty and administrators of color. Antioch College Strategic Plan Progress Report - 12/13/99 -5- •Building the endowment. This remains the central disequilibrium and most critical need of the CoUege. Endowments at peer institutions are 10-20 times that of the College, and our reliance on unfunded — rather than endowment-funded — financial aid continues to loom as the most significant factor impeding our long-term fiscal health. We are in the process of preparing the groundwork for a capital campaign to address our need for a healthy endowment, and recent gifts from former Trustee Leo Drey and from the estate of Mail Michener have helped us to begin to move in that direction. This wUl be the central challenge for the CoUege as we move Into the next century. 6. Review of Action Steps in the 2/97 Strategic Plan Highest Strategic Advantage Steps 1. Communicate the College's commitment to building a College free of Racism and other forms of oppression to prospective students and their parents via printed material and other recruitment activities 2. Conduct regular information sharing meetings between Admissions and academic units 3. Develop ways to involve and recognize students participating in recruitment activities 4. Appoint a task force to develop proposals for recruitment publication for students of color . 5. Produce recruitment publications for students of color Review of Progress Ongoing. Recruitment strategy for students of color is in need of revision; Need to move forward on diversity recruitment brochure Begun: ongoing. Has happened each term Begun: ongoing False start; not completed, need to move forward. Not completed. Have not substantially increased die number of students of color 6. Conduct short-term historical analysis of enrollment data to identify "feeder" conditions 7. Increase outreach to groups influential to potential students of color (e.g. Upward Bound, Minority Scholarship Programs) 8. Continue attending college fairs & high school visits to geographic areas with high concentrations of students of color 9. Conduct regular information sharing meetings between Admissions and academic units 10. Develop ways to involve and recognize students participating in recruitment activities 11. Develop and implement a process to inform the configuration of the future mix of students who shall be recruited? 12. Increase participation by faculty and others in recruitment phonathons 13. Increase number of faculty letters to prospective students (letters by major chairs and advisors) Completed Begun: ongoing. Begun: ongoing. Begun: ongoing. Begun: ongoing Completed: Targeted marketing strategies, coalition strategies, geographic targets, community responsibility scholarships. Begun: ongoing, success in numbers varying participation; excellent faculty participation in campus visit program Completed. Letters have now been updated. Antioch College Strategic Plan Progress Report - 12/13/99 -6- 14. Conduct regular information sharing presentations for faculty informing diem of financial aid processes, deadlines, and critical information 15. Communicate the College's commitment to building an institution free of racism and other forms of oppression to present and future co-op employers 16. Expand cross-cultural co-op opportunities 17. Expand co-op opportunities in organizations owned and/or operated by women and people of color 18. Appoint and charge a committee of the Strategic Planning Task Force to develop a new model for cooperative education Not begun. New Director of Fin. Aid will initiate process Begun. More work needed Has been happening. Last year approximately 60 students were placed on Co-op. Making progress. New Co-op faculty working on this. Completed in 1998, produced the Co-op Revisioning Report. 19. Increase communication between co-op faculty, students and classroom faculty 20. Raise funds to support activities that will advance the goal of building an institution free of racism and other forms of oppression 21. Increase campus involvement of alumnae and alumni of color in the attainment of this goal 22. Conduct a feasibility study to explore the possibilities of increasing the endowment 23. Assure accuracy of representation in recruitment publications 24. Assure that catalogue course descriptions are consistent with schedule of classes and course syllabi 25. Insure that all General Education courses conform to faculty guidelines regarding multicultural content 26. Maintain aggressive efforts to hire and retain faculty who are women and of color 26. Develop a plan to ensure that all faculty participate in programs and activities supportive of this goal 28. Encourage faculty to make their classroom environments reflective of this goal 29. Maintain effort to implement and assess cross-cultural requirement. 30. Deliver what we advertise: Provide stable and predictable course offerings and create expectations that can be met Ongoing. OFIC grant has created new forms of regular contact; Co-op faculty attend all major meetings Ongoing. Raised funds to initiate Office of Multicultural Affairs, endowed funds for scholarships. Begun. Begun. Planning and groundwork for endowment campaign under way. Ongoing discussion with admissions counselors; major effort to revamp publications and web page in initial stages of discussion Completed and ongoing. Ongoing. Need for broad discussion of General Education program. Ongoing. Recruited 3 of 15 in 1998. Need for continuing effort. Ongoing through faculty meetings and orientation programs. Addressed through syllabi approved by Academic Program Committee. Implementation is ongoing. Further work on assessment is needed and under way. Ongoing monitoring. 90% of the course offerings are scheduled and maintained. Antioch College Strategic Plan Progress Report - 12/13/99 -7- 31. Implement the on-line library catalogue 32. Develop on-line search services Completed. Completed. 33. Improve the physical facility of the library 34. Increase library holdings in all categories 35. Improve faculty compensation and benefits 36. Clarify and better communicate government jurisdictions & processes 37. Continue to review and strengthen advising 38. Anticipate the effect of 800 students on course Size, course capping, advisee and senior thesis loads and develop a plan to assure faculty size and configuration is sufficient to deliver program 39. Make new faculty hiring decisions in such a way that facilitates broad contributions to the curriculum by the faculty while maintaining die tradition of the liberal arts 40. Develop a plan to ensure that all staff and administrators participate in programs'and activities supportive of die goal of building a college free of racism and other forms of oppression. 41. Academic departments, administrative divisions, the co-op department, library, CG, and all student organizations must evaluate their progress toward this goal every year, develop the necessary activities, programs, or actions towards this goal, and report their outcomes to the Strategic Planning Implementation Oversight Committee 42. Wire the Library and McGregor Hall 43. Upgrade campus computer laboratories 44. Install a new Library computer lab 45. Establish a 24 hour student computing space Antioch College Strategic Plan Progress Report - 12/13/99 Ongoing. New roof, internal repairs completed. Further work needed, pending recommendations of Renovation Task Force. Ongoing. Secured $2m in funds for book holdings. Ongoing. Built compensation improvement into budget assumptions. Long term plan pending FEC salary committee recommendations. Ongoing. Jurisdiction committee delivered report in 1997. Ongoing. New advising handbook. Review through contract, promotion and tenure reviews, but need to develop plans to do this for all faculty on a regular basis. Ongoing. Faculty increased to 63 positions. Priorities for added positions approved by faculty and AdCil in 1997. Carefully done through broad partici pation in conceptualizing job descriptions, APC and AdCil review of Search Committee. Ongoing. Included participation item in evaluations, included policy discussion in employee orientation and employee handbook, included program expenses in annual budget. Ongoing efforts to engage constituent groups in discussion of programs and activity requests. Not yet begun. K^*^ Completed. Completed. -8- 46. Develop a plan for telephone service in residence halls. 47. Charge and appoint a renovations task force to review past plans and to develop short and long-term facility needs ~ including urgent and capital budget priorities 48. Develop a staffing plan to serve 800 students 49. Continue to improve orientation of new students 50. Intensify and expand program activities and services in this area 51. Explore the necessary resources to support goal attainment. 52. Maintain aggressive efforts to hire and retain student affairs staff who are women and of color 53. Reduce dorm abuse and neglect 54. Respond quickly to residence facility needs 55. Expand Dean of Students staff presence through nights and weekends. 56. Streamline housing assignment process 57. Support Counseling and Wellness programs 58. Continue work on achieving a multicultural community 59. Return to full-time health services program 60. Develop coordinated events planning process Planning under way, pending fundraising. Completed. Work begun Feb. 99, to deliver campus plan to AdCil in April 2000. Ongoing. Added 3 staff positions to 1999-2000 College budget. Ongoing. Conducting a survey fall 99; first lime fall 99 included session on academic program Expanded activities in security, residence life, counseling, academic support, OMA. Ongoing. Increased student affairs staff. Ongoing. Successful efforts to diversify staff in 1998-1999 hires. Ongoing. Significant progress since plan adoption. Improving. Additional work needs to be done. Completed. Campus & Residence Life Director with HACs. In process. Developing new room selection process that will give students greater choice as well as some ownership of decision making. Ongoing. Added health advocate, 1999; additional counselors pending funding. Ongoing: Hired Director of Multicultural Affairs 1/99, funded Office of Multicultural Affairs in College Budget 98-99. Completed with hiring of Health Advocate. Ongoing through Community Government. 61. Create institution-wide partnerships to develop community service projects Completed. Vista, Americorps leaders, Literacy Core, community service in Yellow Springs, Springfield, andXenia. Antioch College Strategic Plan Progress Report - 12/13/99 -9- Second Highest Strategic Advantage Steps 62. Explore opportunities for transfer articulation agreements by working with colleges recommended by Admissions & others and negotiate terms whenever possible 63. Explore placing Antioch information video on the web 64. Produce an information video as a class or community service project 65. Make opportunities available for faculty to attend admissions recruitment fairs 66. Improve coordination among offices and staff who know of student whereabouts while on co-op to involve them in recruitment activities 67. Notify advisors of approaching financial aid deadlines, urging them to encourage students to avoid delay in filing required documents 68. Plan for additional $100,000 in Federal Work Study moneys to be utilized in community service jobs 69. Develop a more effective orientation to die co-op planning process 70. Review, revise, reduce forms and steps in co-op planning and crediting processes 71. Develop human resources, alumni networks, and housing resources at co-op job locations as means to finance co-op requirements 72. Improve communication with co-op employers about Antioch students and programs 73. Develop more cross-cultural and foreign language co-ops 74. Continue general co-op job development activities 75. Publish timely and accurate information about financial aid programs and services 76. Develop and publish a two-year academic/course planning schedule every fall beginning fall 1997 Review of Progress Articulation agreements completed with eight schools, ongoing activity in this area. Not begun. Not begun. Begun. Further work in this area pending funding. Begun. Much more work needed. Not begun. Completed. Revisioning document developed learning objectives and direction for planning. More work necessary if it is to be done systematically. Completed. Paperwork minimized. Process streamlined. Ongoing. Some successful collaboration with alumni board. Begun. Efforts to bring employers to campus, and to allow classroom faculty to accompany co-op faculty on field visits pending funding. Underway. Addition of Co-op faculty with international experience has allowed this to move forward. Ongoing. Now 163 jobs on the job list compared to 140 in 98-99. Ongoing. Handbook updated in 1998. New Director of Financial Aid will have ongoing responsibility for this activity. One-year is now in place. Two year pending filling faculty positions. Antioch College Strategic Plan Progress Report - 12/13/99 -10- 77. Establish 'official' College WWW homepage and monitor regularly to assure accuracy 78. Incorporate funding travel to co-ops into overall fundraising objectives 79. Improve quality of information and tracking of recent alumni for development and recruitment needs 80. Consider converting non-tenure track positions in high need majors to tenure track 81. Evaluate first year advising program 82. Review nature, definition and variety of concentrations within majors 83. Raise faculty development funds to support interdisciplinary teaching, teaching broadly, and teaching multiple levels and learning styles 84. Increase faculty involvement in offering career and graduate and professional school guidance — offering a preparation event every term 85. Review courses to further integrate multiculturalism into the academic program 86. Continue support of AEA to further integrate multiculturalism in the academic program 87. Develop cross-cultural orientation for all cross-cultural experiences 88. Develop a cross-cultural component as part of the orientation for new students, faculty, administrators and staff 89. Review standards, guidelines and academic requirements of course offerings 90. Regular communication between faculty and students about mission, educational philosophy, and requirements 91. Evaluate and address demands on faculty time 92. Raise funds for faculty development activities 93. Measure student satisfaction with services and programs College webpage established and monitored. Overhaul and revamping with outside help pending funding. Done. Done. MacArthur funded survey of alums from 1990-1998 had strong response, produced information on activities and directions, and provided information for development and recruitment. Done. Some work done. More needed. Set as a goal for faculty work during 1999-2000 year. Ongoing. Success in 96-97,97-98, and 98-99 years. New funding needed for 2000-2001 and beyond. Ongoing. Need greater regularity. Ongoing. Ongoing. Ongoing and regular for AEA, but not for non-AEA cross cultural experiences. More work needed. Begun. More work needed. Ongoing. APC, APRC, faculty. Ongoing. More work needed. Ongoing. Under way. Goals for 2000-2001 year. Underway. Administration of SSI in 96,97, and 99; two surveys under way in DOS; regular feedback sessions with students on summer program. Antioch College Strategic Plan Progress Report - 12/13/99 -11- 94. Develop a performance appraisal and evaluation process for all employees. Use these processes to develop and offer training and development opportunities 95. Develop an experiential learning transcript 96. Create community service links w/alumni in Miami valley area 97. Outreach to prospective students about community service opportunities 98. Establish a transportation service to support community service participation and individual student needs 99. Establish community service links with Miami Valley area schools 100. Offer life-long skill development workshops 101. Offer educational programs and workshops promoting a greater sense of community 102. Facilitate use of dorms and residence life program as campus resource 103. Clarify Hall Advisor and Hall Advisor Coordinator expectations In process. Human Resources. Not yet formally under way. More work needed in this area Ongoing. Coalition for Essential Schools work, Community Res- possibility Scholarship program, Bonner Scholarships used in recruitment efforts. Community service vehicle designated in 1997. Increased van pool from 2 to 7. Underway. School to work grant proposal in process. Counseling offered workshops. More work needs to be done. Ongoing, DOS and Community Government Ongoing. Completed. Antioch College Strategic Plan Progress Report - 12/13/99 -12- Third Highest Strategic Advantage Steps 104. Arrange visits by co-op employers to campus to develop better relationships 105. Develop a co-op information video 106. Establish a senior gift campaign 107. Publish an alumni directory 108. Increase size and frequency of alumni mailings and publications (i.e. Antiochian 3 issues/year) 109. Establish electronic networks for sharing information with alumni 110. Investigate the practicality of merging publications and development departments 111. Continue to develop General education program and to stabilize majors 112. Address faculty needs through effective relationship among Dean of Faculty, FEC, Faculty Chair, President 113. Complete development and implementation of learning assessment plan 114. Consider alternative approaches to achieving flexibility in faculty staffing 115. Explore centralizing information about GRE, LSAT, GMAT test- taking, career databases and on-line resumes 116. Develop means to assist students in their transition from College upon graduation 117. Develop experience sharing programs and fora for returning AEA students 118. Develop an employee handbook and survival guide 119. Develop an employee newsletter 120. Establish a Community Service Advisory Committee 121. Increase the credibility, effectiveness and centralily of die Hall Advisor/Coordinator program 122. Recruit more Hall Advisors/Coordinators who define themselves as people of color, LGBT 123. Improve, secure and maximize mink room potential Review of Progress Pending funding. Completed. Completed. Completed. Ongoing. Increased to 3 Antiochians in 98-99 year. Begun, but no significant progress. Completed 1998-1999 year, full integration of activities. Ongoing through general faculty meetings, area meetings and APC. Ongoing. Making progress toward full assessment plan in advance of NCA review. Ongoing. Not begun. No progress made. Ongoing. In process. Employees surveyed for feedback on publications, revision of handbook & survival guide under way. Begun. Completed. Ongoing, with significant progress. Ongoing. Priority need for more space pending funding. Antioch College Strategic Plan Progress Report - 12/13/99 -13-
