Continue to build and strengthen targeted marketing and recruiting efforts in primary West Virginia and out-of-state markets, focusing on Pennsylvania, Maryland, and Virginia. [Status: Ongoing]
Expand targeted marketing and recruiting strategies and tactics focused on Transfer students. [Status: Ongoing]
Develop and implement an annual strategic marketing and recruiting plan focused on graduate student enrollment, expanding digital advertising for their programs, and adding traditional marketing platforms, e.g., direct mail and radio. [Status: Ongoing]
Complete the Athletics logo redesign and launch a marketing campaign in concert with the transition to the Pennsylvania State Athletic Conference.
Goal 2: The Student Experience
Increase Dual Enrollment student population.
Increase 2+2 Articulation Agreements, with the goal of increasing connections between Shepherd faculty and community college students.
Expand online course offerings as a means to enhance student persistence and time to completion. Additionally:
Continue to offer mix of modalities to enhance student persistence and time to completion;
Support faculty training across modalities.
Expand and leverage the Last Dollar Fund as a means to help students persist and ease their financial challenge.
Continue to add or expand focused student success and persistence initiatives and programs, including:
TRIO SSS: meet and/or exceed the persistence, academic good standing and graduation objectives as outlined in the TRIO SSS grant
Shepherd Success Academy: continue to recruit and support students through the first year and beyond
The Probation Recovery Program: continue to support students on Academic Probation
The Road to Success: continue to work with students to keep them in good academic standing
WISE mentoring program: begin its initial year serving and supporting students
Expand internship and career-related opportunities such as:
Track number of co-ops
Increase student involvement with Career Services
Goal 3: The Employee Experience
Develop and implement the new Performance Management Program for all classified and non-classified employees.
Approved merit rubrics for faculty and staff
Achievement of annual goals (assumed part of annual review for faculty and staff)
Encourage more flexible schedules and telecommuting opportunities to staff.
Meet with focus groups of employees to determine what rewards and recognition would be valued by employees.
Develop staff rewards and recognition program.
Implement pilot Faculty Innovative Release Time Program.
Status: Ongoing; HR has continued to work with Academic Affairs in terms of release time for special projects associated with new initiatives like the Stubblefield Institute, Academic and Strategic Innovation Initiatives and other models.
Explore funding opportunities for professional development both internally and externally.
Implement effective strategies for supporting a more diverse population of faculty and staff.
Goal 4: The Campus Environment
Business Workflow Analysis: Evaluate administrative processes that create roadblocks , i.e. experiential learning
Continue to examine in relation to post-COVID environment.
Sustainable Campus: Impact of solar panels, reuse of fryer oi
DEI Initiatives:
Mandatory DEI training for faculty and Staff
New Affinity group Spaces
Post Covid: Assess tactics used to face COVID; what worked, what didn’t?
Foundation and Alumni Affairs staff meet with faculty to review alumni lists to update for email and employment data and review needs and opportunities for private gifts.
Foundation has met individually with half of the academic departments to identify most pressing needs for private funding and sponsorship, to create individual unit giving pages and giving forms – accomplished in Year 2 with completion in year 3.
Continue to update and maintain databases for accuracy in terms of alumni and donors.
Identify most pressing needs for private funding and sponsorship, to create individual unit giving pages and giving forms – implemented in Year 2 with completion in Year 3.