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 (PSAC) starting 2019-2020. [Status: The project was not able to move forward during the 2019-2020 academic year. Plans are to pursue it in Year 3.]
Goal 2: The Student Experience
Increase Dual Enrollment student population.
Dual enrollment for Fall 2019 was 158 students (up from 104 in Fall 2018). Enrollment for Fall 2020 is 182 students. Berkeley, Jefferson, and homeschooled populations have increased each year. Private school enrollment has stayed steady.
Increase 2+2 Articulation Agreements.
Shepherd currently has 64 articulation agreements, included 18 added since August 2019.Plans are also in place to increase faculty-student interaction between Shepherd and our community college partners.
Expand online course offerings as a means to enhance student persistence and time to completion.
Fall 2019 Courses by Modality: Hybrid: 0.9% (2018: 0.5%) • Online: 9% (2018: 9.2%)
Fall 2020 Courses by Modality: Hybrid: 35% • Online: 30%
97% of full-time faculty are now certified to teach online.
Expand and leverage the Last Dollar Fund as a means to help students persist and ease their financial challenge.
$20,155 distributed to 15 students from the Last Dollar fund (2 students) and Manne Foundation (13 students)
$1,220,150 to 1415 students in the Phase I of the CARES student emergency funds.
Continue to add or expand focused student success and persistence initiatives and programs.
Shepherd Success Academy: 36 students, 64% retention rate. Grant expanded capacity to 60 students in Fall 2020.
Probation Recovery Initiative: 8 students in Fall 2019. 5 students remain on probation in this “pilot” program.
Road to Success: 23 students; 64% in good academic standing. Of those in good standing all are enrolled for fall 2020.
Implement Community Capstone Connection project and other career-related opportunities.
Implemented pilot Community Capstone Connection program with Department of Communications – connected department with external professional who will serve as advisor to individual capstones.
Hosted virtual Exhibition of Undergraduate Research and Creative Endeavors. Twelve students representing the humanities, social sciences, and natural sciences presented their research, which was disseminated as part of the national Council on Undergraduate Research’s nationwide Undergraduate Research Week.
Goal 3: The Employee Experience
Develop and implement the new Performance Management Program for all classified and non-classified employees.
Performance Management Program, including a merit pay component for classified staff as well as non-classified staff, was completed and approved by the Board of Governors. The performance evaluation cycle was interrupted by COVID. Continue implementation in year 3.
Policy has been implemented. In 2019, the number of spouse/dependent waivers dropped from 12 to 9 students; however, the dollar amount waived increased from $16,818 to $23,705.
Undergraduate Staff waivers remained at 8 for both years, while Graduate Staff waivers increased from 7 to 13, and from $47,284.50 to $56,436.
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.
Goal 4: The Campus Environment
Waste Removal RFP (includes recycling).
RFP completed and awarded.
Update Conference Services Web Pages.
Rental rates for room usage developed campus wide.
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.
Business Workflow analysis to streamline and make processes more efficient.
Continue to examine in relation to post-COVID environment.
Bookstore Textbook Savings through Follett
Fall 2020: 1,481 students; $164,705 in savings; Fall 2019: 962 students; $84,985 in savings.
Use Building Managers to Audit Inefficiencies.
Meetings held on a regular basis throughout the year and with a room usage group related to the COVID-19 pandemic for calculating room capacities, protocols for cleaning, etc.
KPIs for the Strategic Dashboard include:
Students in Residence Halls: 35.2% (Fall 2019); 35.9% (Fall 2018)
Energy Expense: Decrease of .3% for FY 19; Decrease of 3.2% for FY 18. For FY 20, the increase or decrease will be greatly affected by COVID.
Foundation Gifts and Assets: $4.29M/$52.3M (FY 20); $3.89M/$51.9M (FY 19).