Friday, May 19, 2017

R,P,& C + Standards

Our Strategic Plan, for the past three years, has focused on retention, persistence, and ultimately, completion. We have seen some measurable improvements is all three areas and look forward to even more gains.

However, under no circumstances have we agreed that lowering standards at the course or program levels is an acceptable method of improving our performance. It's folly.

Read more for an illustration.

~Tom

(33,260)

The following news article is reprinted from the Chicago Tribune at:



Tribune analysis: College prep courses not preparing kids for college
May 19, 2017   5:00 AM

A full plate of general classes — the most common courses statewide across Illinois public high schools — is supposed to prepare students for life after graduation.

But tens of thousands of students taking only general courses in main subjects — often labeled "college prep" in school curriculum guides — were not prepared for college classes, a sweeping Tribune analysis of the class of 2015 found. Those students made up most of the kids across Illinois who were not considered college ready in fundamental academic areas.

A variety of factors, including the push to improve graduation rates and eliminate remedial courses, quietly weakened the rigor of some general classes, educators said, leaving students in courses that weren't tough enough.

Public education debates both here and nationwide often focus on school funding, teacher pensions, charter schools and vouchers. Little-mentioned in the discourse, though, is one of the most significant aspects of schooling: The classes kids take.

The Tribune examined 4.2 million high school classes taken semester by semester by more than 150,000 students in the class of 2015, starting in fall 2011. The courses were in English, math, science and social studies — the main subjects required for graduation. The data from the Illinois State Board of Education, obtained under open records laws, are the most recent available that could be linked to college entrance exam scores.

Dozens of high school courses with obscure titles were labeled general by school officials, though they were not in the usual course sequence leading to graduation, the Tribune found. Other courses were so low-level that one longtime educator described them as a "death sentence" for students trying to go to college. But the classes sufficed for earning a diploma.

"At the high school level, there are multiple pressures going on. One is, kids need to graduate," said George Reese, director of the Office for Mathematics, Science, and Technology Education at the University of Illinois and president of the Illinois Council of Teachers of Mathematics.

"There are different meanings to a high school degree," Reese said. Kids taking lower-level classes are still supposed to graduate ready for college or a career. But, Reese said, students in those classes can end up "placed into remedial math at a community college."

To be sure, some students were stuck in all general classes because they lacked the opportunity to take more challenging courses.

In each core subject, between 122 and 179 schools reported no courses more rigorous than general. And 74 of the nearly 700 schools in the data reported no courses tougher than general in all four subjects.

Chicken or the egg?
That many students have not been considered prepared for college and work is not new. ISBE has been providing public data on college readiness for several years, showing large percentages of students not ready for freshman college classes in the key academic subjects.

But the Tribune for the first time matched course rigor with how well students fared on the ACT.

Schools are required to report course rigor to ISBE in one of four categories: Honors, enriched, general and remedial. Special education classes are a separate category. The Tribune also broke out Advanced Placement and International Baccalaureate classes, the most challenging courses.

The newspaper analyzed an accompanying data set that included about 120,000 high school juniors who took classes in the four main subjects and sat for the college entrance exam at school in spring 2014.

Among the Tribune's findings:

• Overall, 75 to 80 percent of students who took only general-level classes in math, social studies or science weren't prepared for key college classes in those subjects. About 50 percent of those students weren't prepared in English, based on the ACT college entrance exam's target scores for college readiness.

• Kids who took just one advanced class along with general courses scored higher on average than the students who took all general courses. Not surprisingly, students who took only advanced courses scored better on average than their peers who took solely general classes.

• The vast majority of students who took all general classes didn't get the strong scores that help kids get into selective colleges. In each of the ACT's four test areas, only 9 to 12 percent of the all-general students scored in the top quartile.

Factors such as poverty, parental involvement and home and school environment can affect how students fare at school. In addition, some schools offer test preparation and others don't. And some students in general courses may test poorly or don't do their homework and flunk tests, educators say.

In Elgin-based School District U-46, assessment director Laura Hill said schools and educators do the best job possible for students. "It's just a matter of everyone has to do their part in order for success to happen," she said, and that means kids too.

"There is a relationship (between the courses and scores), we can't deny that," Hill said. But whether the courses themselves cause kids to struggle on a college entrance exam is a bit more murky.

Kevin Welner, a professor and director of the National Education Policy Center at the University of Colorado Boulder, said, "It is a chicken and egg thing. ... Is it because that kids are in general classes so they score lower on the ACT, or, they are not likely to do well on the ACT, so they are in general classes? It's probably more to the latter, but it is both things."

Academic research shows that challenging courses do matter in high school. The College Board's SAT data, for example, show that kids score higher on that college entrance exam when they take top classes in the main subjects, such as calculus compared with geometry, British literature compared with English/language arts; physics compared with earth science, and European history compared with geography.

A 2012 report by the National School Boards Association's Center for Public Education stated: "The academic rigor of a student's high school coursework has a long-lasting impact on future careers and earnings."

And "rigor should lead to the common outcome that all students are prepared for college, career and responsible citizenship."

Mixing general, remedial
Many parents and students are familiar with typical sequences of courses that kids take in the main academic areas, such as biology, chemistry and physics, or algebra 1, geometry and algebra 2.

But the state data revealed many high schools offered a plethora of general courses that honors students rarely took and were labeled remedial by some schools. Those courses include informal mathematics and transition algebra; conceptual biology and technical science; humanities survey and composition-workplace experience, among others. The number of different courses ranged from 55 in English to 97 in social studies, all options that can count toward a diploma.

Educators say general courses have become so widespread in part because high schools have eliminated low-level remedial classes, or shifted some students with lower skills into general classes. A very small percentage of the millions of courses — about 2 to 5 percent in each of the main subjects — were labeled remedial in the state data.

Schools "have moved away from remedial kinds of things. Telling a kid who needs to go to remediation means we just don't think you're smart enough to get high school curriculum," said Kevin O'Mara, superintendent of the south suburban Argo Community High School district and the president of the Illinois High School District Organization.

At the same time, O'Mara raised concerns about courses that aren't labeled accurately. "School districts will play games with labeling to try to make sure that they don't have any remedial courses on the books anymore," he said. "That I feel is fraudulent to the taxpayers, to the kids, to the parents, to the teachers."

Carol Baker is the former director of curriculum over science in Oak Lawn-based Community High School District 218 and became a grade school superintendent in west suburban Lyons in July.

She said District 218 began to pull kids from remedial classes a few years ago because students in those classes were not meeting academic standards in science. Baker recalled saying, "We have to get some of them out of there. It's a death sentence. It's like the no-college sentence."

But the switch would take some work, Baker said. "Just because we put lower-level students in a regular class doesn't mean they'll automatically be able to do that level of work. Could some? Yes. Do we want them to have the opportunity? Yes."

But multiple pressures can arise, for example, if a teacher is evaluated on student performance. Teachers would have to provide instruction to a more diverse group that could include many kids with lower skills.

"The only thing a teacher can do is to scale back on the level of rigor and the level of difficulty of the class; otherwise, 50 percent of the class will fail, and how will that look on her evaluation? That's not good," Baker said.

In Will County, Lockport Township High School District 205 has been eliminating slow-moving "basic" classes since about 2013, said K. Brett Gould, assistant superintendent for curriculum and instruction. Instead, the district's high school places students in general classes, such as math, and provides extra help to kids who are struggling.

"Our duty is to make sure kids are college and career ready," Gould said.

Low-level courses including foundations of geometry and biology essentials have been shelved at the high school, but others remain on the books, Gould said, such as conceptual chemistry and conceptual physics. "We are trying to move away" from those courses, he said.

The conceptual courses are listed in the high school's course guide under the "College and Career Readiness" curriculum. In the state's data reported by Lockport, the conceptual courses are labeled as general.

Wileen Gehrig, the assistant superintendent over instructional services at Warren Township High School District in Lake County, said the district has remedial courses and reports them as such. Currently, they are called "college core" courses, which are designed to help students work on college prep material at a less rigorous pace.

The school offers a higher percentage of remedial courses, by two to three times, than state averages, data show. At the same time, the high school had higher than average percentages of students in the most advanced classes.

Gehrig said a physical science class reported to the state is now outdated, scrapped so all incoming freshman would take some level of biology instead.

At the district's O'Plaine campus in Gurnee, science teachers Rob Piggott and Jason Caswick were teaching freshman biology on a recent afternoon. But the two classes were not the same and the textbooks were different.
One was honors-level biology and the other general, or "college prep" level, biology.

"The pace and depth are different," said Piggott.

The district also offers a remedial course called STEM biology. It is labeled as a "college core" class in the curriculum guide.

Tracking
How students get placed into general or advanced classes is a longtime, regimented process, part of the stratified high school experience, known as tracking.

High schools usually review a student's junior high school grades and standardized test scores. Teachers can also make recommendations on which level of courses would be appropriate and parents and students usually discuss the courses with high school counselors, school officials say. If there is a disagreement about placement, families may intervene.

At Addison Trail High School in DuPage County, parent Maria Venuti said her 9th grade son Alexander did not take advanced classes in junior high and expected he would take general courses in high school. But he took a tough summer math class at the College of DuPage, paving the way for him to get into honors courses at the high school, Venuti said.

"We knew he was going to excel in regular classes. We just kind of wanted to push the envelope to see if he could be challenged in the honors classes," Venuti said. "My husband and I both believe that colleges do look at how you excel in honors classes as opposed to regular classes."

Alexander took several honors courses this school year but did switch to regular geometry because the honors geometry class was a bit too fast-paced, Venuti said.

General courses have permeated high school schedules throughout the state, with 64 to 69 percent of courses in each of the main subject areas — English, math, science and social studies — labeled as general.

Dozens of downstate and Chicago area high schools reported even higher percentages of general courses. Those included much of the Chicago Public School system's high schools and schools in Elgin, Aurora, Lockport, Bolingbrook, Marengo, Waukegan, West Chicago, Berwyn, Skokie and South Holland.

In contrast, a few districts offered very few or no general classes at their schools, including several CPS selective enrollment schools as well as New Trier Township High School campuses on the North Shore and Proviso Math and Science Academy in west Cook County.

Angel Delgado, 18, is a senior at Proviso East High School in Maywood, where in recent years there have been few advanced courses. In his high school career, Angel said he took just one honors course — world civilizations during his freshman year.

Across the main academic subjects, 82 to 91 percent of classes at Proviso East were labeled general in the state data. And students taking all general classes fared poorly on the ACT, with average scores ranging from about 14 to 16 in the four subjects tested.

Delgado said he recalls being asked by school officials about taking honors classes in math and English, but he knew those subjects weren't his strong points.

"I would have liked more honors classes in history. But they didn't really have the staffing for it," he said. "I would have loved to take more honors classes, but it is what it is."

Delgado said he plans to go to community college.

Of the roughly 150,000 students taking courses in each core academic subject, about half — between 49 and 54 percent — were placed exclusively in general courses in math, science and social studies. About 44 percent were placed in all general classes in English. Those kids were never put in more advanced classes that might help them get a better score on college entrance exams, or get into four-year universities or avoid taking remedial classes after high school.

Tribune also found that low income students were disproportionately placed in general classes.

For example, 47 percent of all students taking science classes statewide were labeled low-income. But 56 percent of students taking all general science classes were low income. The pattern was the same in the other three subjects.

Fundamental shift
The push to eliminate remedial courses in high school came in part from the National Collegiate Athletic Association, several educators said. The NCAA requires college-bound athletes to take classes in key subjects that prepare them for college. Courses that don't count are "classes taught below grade level, at a slower pace or with less rigor or depth. These classes are often titled basic, essential, fundamental or foundational," according to NCAA materials.

At the same time, a new era of higher academic standards has been sweeping the country in recent years.

Illinois adopted the Common Core standards in June 2010 for K-12 schools, emphasizing critical thinking, problem-solving and a greater depth of instruction to ensure all graduating students are prepared to attend college or enter the workforce. The standards focus on what students should know in mathematics and English/language arts, including literacy standards for social studies and science.

The new standards were scheduled to roll out across Illinois between 2010 and 2014, and were a fundamental shift, particularly for high schools used to stratifying students, placing them into different levels of classes based on their abilities. In that scenario, some students would finish high school prepared for college, but others might not.

Whether students are considered prepared has been a controversial topic in public education circles. Over the years, not all educators have bought into the ACT's analysis of what it means to be college ready, but the company stands by its research. The College Board's SAT college entrance exam also uses college-ready benchmarks, and Illinois juniors now take that test for free at school.

Illinois public school students who took only general classes on average scored an 18.5 in math on the 2014 ACT taken at school as juniors, and 18.4 in reading, which is used for college readiness in social studies. The ACT's target score for college readiness in those subjects is 22. The statewide average for the class of 2015 was 20.5 in both math and reading.

In science, the all-general students averaged an 18.3. The ACT's college ready benchmark is 23. The statewide average was 20.4.

The all-general students averaged a 17.7 in English, slightly lower than the ACT's college readiness benchmark of 18. The statewide average in English was 20.

In each of the four subjects, the students taking only general classes made up 54 to 62 percent of kids statewide who didn't meet the college-ready benchmarks.

The ACT's college-ready target scores relate to students' ability to do well in key college freshmen courses. For example, students scoring the ACT target of 22 in math would have a 50 percent chance of getting a B or higher in college algebra, and about a 75 percent chance of getting a C or higher in that class, according to the ACT.

'No honors classes'
In some affluent Chicago suburban districts, students still scored above average or higher on the ACT and met benchmarks after taking general classes.

At Hinsdale Central High School, for example, students taking all general classes in math posted an average ACT score of 23.9, exceeding the ACT's target for college readiness.

"We always say we have high expectations for all of our students," said Pamela Bylsma, assistant superintendent for academics at Hinsdale Township High School District 86. "I think the idea is that you want to have an appropriate amount of rigor in a class which stretches a child out of a comfort zone but not so much that they get overwhelmed and they shut down. ... If it is too easy, we are not serving students properly."

At the same time, students taking all honors and college-level AP math classes at Hinsdale Central scored an average of 33, the state data show. The same pattern emerged for affluent high schools such as Libertyville, Vernon Hills and Lake Forest in Lake County. Kids taking all general classes in math at those schools scored 24 to 25 on the ACT, but students in honors and AP classes scored about 33 on average.

Still, Bylsma said, "You should be able to leave school having gone through the general track and you should be able to be college and career ready."

Travis Whitt, 19, graduated in 2016 from the small downstate Altamont High School where he served on the student council and headed the school newspaper.

"We had no honors classes, no IB, no AP. All were regular, run-of-the-mill courses," Whitt said. "There were some classes where I felt challenged. But I hate saying it, but there were some classes I wish I could have had more in-depth experiences. I don't blame the teachers on that."

Altamont Superintendent Jeffrey Fritchtnitch acknowledged the dearth of advanced courses, saying his teachers don't have the preparation to teach high-level classes such as AP.

At the same time, general courses at the high school are rigorous, he said. Altamont High School has done better than state averages on meeting college readiness targets, according to state data.

Overall, "my teachers were phenomenal for the situation they are in," Whitt said, adding that one particular teacher helped him prepare for the ACT. Whitt got a good score and went on to Ohio State, where he is majoring in finance.

But most classmates did not expect to attend a four-year university, Whitt said. "I think the majority are staying at the local community college."

Angela Caputo and Angie Leventis Lourgos contributed.

Twitter @diane_rado

Tuesday, January 31, 2017

Hope and Denial are Not Strategies

An article from Inside Higher Education caught my attention last night. It was particularly interesting for two reasons.

First, it describes the situation that Parkland College and most of higher education in Illinois faces. Second, we had a two-hour College Planning Committee meeting just a couple hours earlier. Our strategic plan, the process we will use to develop the next iteration, and the fiscal realities we will face were all topics of discussion and concern.

As our next plan is developed, it is clear that we will be doing so in uncharted territory. We have never faced the kind of disinvestment in higher education we have experienced over the past two years, nor is the likelihood of reinvestment been so weak.

Consistently for the past two years, we have literally banked on the hope that the State of Illinois would get itself together, to properly do its job, and let us get on to more important things. This is not going to happen. The State is no longer a viable or reliable partner. We must make our own way.

At the moment, we are the most expensive community college in the State in terms of tuition. It’s likely that we will see a property tax freeze come as a part of any budget proposals as well as something called “pension reform”.

As a result, we have cut budgets, reduced but not eliminated, annual salary increases across all employee categories, and healthcare benefits are less costly to the College. Yet we still have the most flexibility, the best coverage, and most importantly, plans that are the lowest cost in at least a 100-mile radius and probably well beyond that.

We’ve reduced the number of full-time employees by a net 65 positions since 2015. We are a smaller College.  We will be challenged to limit and focus our efforts on our core mission. We already are.

There are 751 of us, full-time and part, and we need every single person in every single position to help us take control of our future, to strengthen ourselves instead of allow external circumstances to weaken us.

However, our circumstances are the envy of many of our peers. Our “adjustments” are trivial when compared to the magnitude of the issues facing our colleagues across the State of Illinois.

Parkland College an honorable place with a noble mission situated in a community that appreciates our efforts. We insist on treating each other as professionals and the conditions under which we are asked to operate are reasonable or, quite frankly, we wouldn’t be here. Fairness and respect should, by far, rule the day.

It won’t be easy or simple. There are no bonuses for meeting a performance metric. There are no stock options to be leveraged. There are no investors clamoring for larger returns. I have no interest in building a resume to get to the “next bigger thing”. I’ve been at Parkland College for 20 years and this is where my heart and soul live. 

There is still a lot of work to do, but knowing each of you as I do, I’m betting on Parkland’s bright future.  

I am and always have been “all in” for Parkland College.  I hope you are as well.

_______________________________________



Hope and Denial are Not Strategies

Today a great many American colleges and universities -- ranging from those that, at least for now, seem reasonably secure to those that are hanging on by just a slight financial thread -- are faced with a series of threats. Some institutions are involved in thoughtful, data-informed and effective planning, but others are not directly confronting such challenges and are failing to engage in such planning.
The institutions that ignore their challenges offer important cautionary tales. Those who find ways to address them by planning strategically can be useful models.

 January 31, 2017

Today a great many American colleges and universities -- ranging from those that, at least for now, seem reasonably secure to those that are hanging on by just a slight financial thread -- are faced with a series of threats. Some institutions are involved in thoughtful, data-informed and effective planning, but others are not directly confronting such challenges and are failing to engage in such planning.

The institutions that ignore their challenges offer important cautionary tales. Those who find ways to address them by planning strategically can be useful models.

The threats are pervasive. Many colleges and universities are grappling with cascading declines in enrollment and escalating tuition discounts, resulting in decreased net tuition revenue. Public institutions are also suffering from diminished state support, and structural deficits are becoming more and more commonplace.

For example, Moody’s reports in its annual Tuition Discounting Study that at nearly half of all private non-profit college and universities it surveys, undergraduate enrollments declined every year between 2011 and 2014. The decline continued between 2014-15, with 37.5 percent of all colleges reporting decreased enrollment. The situation appears even more dire for the current academic year: As an Inside Higher Ed survey of admissions directors reported, of those surveyed only 41 percent of private colleges and 29 percent of public colleges were meeting enrollment goals.

Moreover, even as many colleges have been successful in their efforts to enroll increasing numbers of students from low-income backgrounds, they find themselves struggling to afford the additional financial aid required to do so and the added support services some of these students need if they are to succeed.

These new claims on the operating budget devour resources that, in past years, would have gone to faculty and staff salaries, renovation and new construction, technology and equipment, and to new initiatives. 

Such circumstances are negatively impacting the financial health and sometimes even the viability of many colleges and universities. These financial stresses in turn lead many campuses to experience a clash between their commitment to excellence as they have historically defined it and their quest for financial sustainability. Or to put it another way, many colleges and universities are struggling to afford the kind of educational program they wish to offer. And so when educational decisions need to be made for financial reasons, campuses often experience tensions between the faculty, on the one hand, and the administration and the board, on the other hand. This is especially true when institutions need to make tough decisions or are engaged in strategic planning.

I commonly hear from administrators that they and their boards need to be able to make timely, sometimes immediate and often difficult decisions but that doing so conflicts with a faculty culture that assumes that all decisions require elaborate consultation, that strategic planning processes be consensual, and that all plans be ultimately approved by the faculty. In my experience, even as most presidents and boards believe that consultation and collaboration are necessary and that faculty approval is needed for academic initiatives, they also argue that planning needs to be ongoing and immediate and that institutional strategic planning is the responsibility of the board of trustees, upon the recommendation of the president.  

Meanwhile, many faculty members, administrators and trustees oppose change because they are rightfully proud of their institution’s mission and its long-standing programs -- even when that mission and those programs no longer attract the desired and often necessary number of students. Others resist change because they believe that everything will be fine if they just keep on doing what they have always done. They believe that their institution should, and therefore will, be immune to demographic shifts and changing student interests.

In my work with colleges and universities across the country, I hear the following refrains:

§  “My institution has been successful for more than 100 years. We will be here for another 100 years. “
§  “The value that we offer is so great that we are immune to disruption.”
§  “The liberal arts have always been at risk; this is no different.”
§  “The problem is not changing demographics, student interests or cost but simply that our admissions staff is not bringing us the students we used to attract.”

As optimistic as such notions are, they are often unrealistic and based on intuition rather than evidence. They also ignore the lessons to be learned from many other organizations -- newspapers, magazines, encyclopedias, travel agencies, taxi cab companies and the U.S. Postal Service, among others -- that mistakenly believed that their value was so great that they were immune to disruption.

Myths that Serve as Obstacles
For institutions to be successful in today’s environment, they must move beyond some of the damaging myths held by many people on campuses. Those myths include:

Excellent marketing and admissions efforts are a panacea. David Strauss, principal of the Art & Science Group, reports that "the array of studies we've done for various types and levels of individual colleges and universities over the years, using highly rigorous techniques, indicates that the trend in prospective undergraduates’ preferences tends toward metropolitan (vs. rural) institutions, toward larger (vs. smaller), and toward pragmatic/professional fields (and away from many traditional liberal arts fields).” And the best marketing in the world combined with an excellent admissions operation will not persuade students with these clear preferences to enroll in small, rural or liberal arts colleges. 

All strategic planning processes are of equal value. Sadly, many planning processes fail because those involved have been encouraged to “Blue Sky It” without grounding their planning in a clearly-articulated vision for the future and without tethering it to in-depth, cost-benefit analyses and a realistic financial plan -- or sometimes simply any financial plan at all. Or to put it another way, it is a recipe for disaster when those involved in planning are asked to imagine a rosy future without regard to available resources: human, financial and facilities. It is also dangerous to rely on overly ambitious fundraising goals to fund new initiatives.

Planning processes also fail when they are designed to try to accommodate all constituencies rather than to seek to identify a small number of strategic institutional imperatives or priorities. This approach generally results in an unwieldy wish list that does not produce an institutional road map for the future from which sound financial choices and fundraising goals derive.

Many institutions also continue to create five-10 year static plans even though change is happening much more quickly and requires more nimble choices and actions.

Our institution will thrive because it is so different from others. Far too many campuses persist in believing in the myth that they are unique or in some significant ways better than their competitors – and then they make their choices accordingly.  For example, I often hear from faculty and staff members that they provide students on their campus a level of personal attention that occurs nowhere else in the country. But although giving students individual attention is important and something institutions want to promote, it is not unique -- and therefore not a differentiator. 

Many colleges today also claim that they are unique in their focus on such matters as social justice, civic engagement, globalism, sustainability, experiential learning, diversity and inclusion, research in collaboration with a faculty member, internships and, increasingly, mentorships and career preparation. Again, each of those emphases is worthy, but once again, they are neither distinctive nor differentiating.

On the other hand, many institutions that do focus on these notions have done so in ways that resonate with the students they wish to enroll by leading those students to understand and value the nature of the educational experience they are being offered.

Successful Models
The colleges and universities described below, despite their varied missions, have addressed their challenges effectively. Each of these institutions also have a set of common characteristics that made a difference for them:

§  Each was inspired by a presidential vision, developed in consultation with the campus and approved by the board.

§  Institutional planning was informed by data

§  Planning was simultaneously aspirational and feasible, ultimately mediating between the real and the ideal.

They each have also pursued new approaches, such as:

Making core characteristics manifest in the education of all students. Agnes Scott College has seen record enrollments over the past two years, after redesigning its curriculum and co-curriculum based on extensive market research. Its new Summit program has positioned the college as one “for women who want to become leaders in an increasingly global society.” All “Scotties” will have a four-person board of advisers, including a career mentor. They will also have a common orientation and a required “leadership lab,” will study a foreign language, and will create a digital portfolio.  In addition, all first-year students will have an eight-day cultural immersion, most abroad, led by a faculty member tied to a course, and all students will have a second more extensive global experience.

Diversifying to attract new student populations. Kettering University, formerly the General Motors Institute, is taking advantage of 600 corporate partners and more than 1,000 alumni who are or have been CEO’s in this country and around the world.  After an extended visioning and planning process informed by market research, the university launched the Kettering Global Initiative, which offers online, on-campus and hybrid continuing education courses to those partners and others. Kettering has also been integrating the humanities, social sciences and the creative arts into its STEM and management programs by creating a new College of Sciences and Liberal Arts -- expanding its interdisciplinary offerings and developing new majors and minors in new areas of applied science.

Focusing on innovation. US News & World Report has named Lynn University one of the country’s most innovative universities. Taking advantage of a new wireless infrastructure that it created through successful fundraising for one of the 2012 presidential debates, Lynn has placed all course materials for its Great Books Core Curriculum on iPads that it provides its 600 freshmen. By replacing conventional textbooks with faculty-produced e-books, Lynn reports that it has saved students 90 percent of the cost of textbooks.  The university also has a highly personalized approach to admissions, tailoring each potential student’s campus visit with a separate visit for their families.  

Both initiatives have brought the university welcome publicity and increased enrollment.  More recently, Lynn has been experimenting to good effect with three-year accelerated degrees program.

Rethinking the institutional mission. In January 2014, low enrollments at Iowa Wesleyan University led to draconian steps. Despite its 173-year history as a liberal arts college, the institution announced that it would abolish half of its 32 majors in such areas as philosophy of religion, history, general studies/liberal arts, sociology and pre-law and shrink the faculty from 52 to 22 and the staff from 78 to 55. The university now concentrates on business, education and nursing, seeking to enroll older students.

This mission shift and many layoffs were unquestionably painful. Yet Iowa Wesleyan recently announced that its “incoming class enrollment has jumped 150 percent in just two years,” that “student retention has grown 35 percent over the last three years,” and that its “international student population has drastically increased.

Recommendations for the Future
When it comes to strategic planning, these examples suggest some lessons for other institutions:

§  There is no magic bullet or single approach that fits all institutions. What works at one institution many not work even for competitors that have similar if not identical missions. To be successful in planning, an institution must creatively build on and sometimes even modify its history, culture, values and mission.

§  Data must inform all planning. Assuming that people on the campus intuitively know what will attract potential students, for instance, can be dangerous since programs that resonate with one applicant pool may discourage another.

§  Rather than pursuing what is often an elusive notion of uniqueness, those involved in planning must recognize that the most selective liberal-arts colleges in this country often offer similar programs and services. The public flagship universities are also quite similar to one another, as are the top private research universities. What matters to the current and prospective students is that the institution they choose actually provides what it promises and that what it provides is compelling.

§  If what a campus does resonates with its particular pool of prospective students, the institution should both emphasize those aspects of the education it offers and also provide evidence of excellence. In some cases, as with Agnes Scott and Lynn, it makes sense to embed what the institution values in the experience of all students. In other cases, such as Kettering, it may be most effective to build on that common experience by offering a diversity of new programs that are consistent with mission.

§  As part of making data-informed decisions, colleges and universities must understand their competition. Mission statements should not all sound alike. (And many do.) Moreover, if an institution does claim to be distinct in some way, that claim must be legitimate.

§  If the campus is offering programs that no longer appeal to the students it seeks, it should consider changing what it does -- but again based on evidence and taking its mission into account, not guessing.

§  An institution should think in terms of a three-year horizon and develop an evolving set of at most four to six strategic imperatives -- rather than crafting a static plan for a much longer horizon that will sit on the proverbial shelf.

§  The institution should focus its planning process on how best to educate students rather than what will best serve any particular constituency.

§  The institution should be wary of seeking new revenue streams that run counter to its mission or may not be financially sustainable.

§  The planning process should be a model of shared governance.  From the outset, the president must be clear who is responsible for which aspects of the process -- who is involved, who serves in an advisory role and who makes the ultimate decisions.

Ultimately, institutions cannot predicate their planning on the hope that, in time, external realities will change, and they will once again regain their previous stability. Nor can they deny external realities and their own circumstances. In short, they must understand that hope and denial are not strategies.

-->


(32,699)

R,P,& C + Standards