Area II:
Cultivate leadership and enhance communication
Action Details
Strategic Initiative 1: Enhance and communicate
our commitment to the College Mission.
Action 1.1: Design a process
for further integration of the mission into the life of the College.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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1.1.1 Incorporate mission standards in the hiring
and performance review process.
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Administrative Council
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Mission Council
Human Resources
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Develop a hiring-for-mission process.
Mission standards incorporated in revised annual
performance reviews.
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Individuals will be invited into a community of
persons who are clear about the heritage, identity and purpose of
the college as well as their responsibility for the vitality of
the College.
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1.1.2 Develop a plan to implement the recommendations
of the Religious Symbolism Committee
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Religious Symbolism Committee
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Budget
Historic Preservation Committee
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Guidelines/recommendations are distributed.
The Religious Symbolism Committee educates the community
about its recommendations.
The community will understand and endorse the guidelines.
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The Catholic identity of Saint Mary’s College
and the spiritual dimension of education and community life are
accurately expressed through religious and spiritual symbolism throughout
the facilities and grounds.
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1.1.3 Complete a revised mission statement.
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President
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Members of the college community
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Revised mission statement accepted by College community.
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A revised mission statement will be embraced as
a touchstone for each college member’s work.
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1.1.4 Design and implement an on-going education
process to facilitate understanding of mission and core values.
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Vice President for Mission with the Mission Council
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Integrated Marketing Communications
Administrative Council
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A cyclic education process for mission integration
is designed.
The process is communicated and implemented.
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A renewed commitment to the College and its mission
supports a revitalized campus culture.
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Strategic Initiative 2: Articulate authority
and responsibility for decision-making.
Action 2.1: Examine the College
governance/committee structure and implement appropriate governance reforms.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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2.1.1 Review governance and recommend changes.
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Administrative Council
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Budget
Divisions of the College
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Committee is formed with representatives from all
divisions of the College including faculty, staff, and students.
Alternative models are identified by the Committee.
Committee proposes model to College community for
discussion.
Final proposal is presented to Administrative Council
for review and approval.
Proposal is presented to Board of Trustees for action.
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Coordinated action produces a College governance
structure responsive to the needs of all constituents.
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2.1.2 Faculty will establish a process for reviewing
their specific governance issues.
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Faculty Assembly
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Staff time
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Faculty Assembly establishes a method for coordinating
with governance review committee.
Faculty Assembly approves revised governance model.
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Improvements in the faculty governance structure
are coordinated with College governance changes.
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2.1.3 Institute formal procedure for policy change
in the division of Student Affairs for input of all Departments
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Student Affairs Council
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Budget
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Regular meetings occur.
Procedures are in place.
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Policy changes are better communicated.
Procedures are improved.
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Action 2.2: Integrate information
technology planning into the decision-making structure.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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2.2.1 Implement an integrated organizational model
that gives information technology planning a central place in the
operation and planning of the College.
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President
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Budget
TLTR
Director of Information Technology
Vice President and Dean of Faculty
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Appropriate models are evaluated.
Organizational structure is proposed.
Selected model is implemented.
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Information technology issues are recognized appropriately
in decisions regarding College operations and planning.
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Action 2.3: Integrate enrollment
management into the decision-making structure.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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* See Initiative #2 under Recruit
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Action 2.4:
Increase understanding of professional roles and develop more effective
relationships between faculty and staff.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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2.4.1 Identify and discuss the professional roles
of faculty and staff.
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Administrative Council
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Budget
Center for Academic Innovation
Department chairs and directors
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New formal and informal interactions/events are
conducted.
Materials such as a faculty/staff handbook are developed
to help all groups better understand one another’s roles in
the education of our students.
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Improved understanding of roles and values of all
members of the College community is achieved.
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Action 2.5: Increase interaction
of College administrators with Faculty Assembly.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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2.5.1 Design appropriate means of communication.
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Administrative Council
with the
Executive Committee of the Faculty Assembly
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Time
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A plan for systematic communication and interaction
is formulated.
The new procedures are implemented.
The process is reviewed to determine its effectiveness.
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Effective and ongoing communications and dialogue
occur.
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Strategic Initiative 3: Formulate a continuous
comprehensive strategic planning process.
Action 3.1: Establish a formal
follow-up mechanism for the Strategic Plan.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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3.1.1 The Director of Strategic Planning is appointed.
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President
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Time
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Director of Strategic Planning is approved.
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A method is in place for ongoing assessment of the
planning process.
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3.1.2 Strategic Planning Advisory Committee is established.
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Administrative Council
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Committee develops process for effective feedback
on the plan each year.
Regular reports are made to the College community
regarding progress on initiatives of the plan.
Committee develops process for revision and modification
of the plan.
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A formal structure is established to ensure that
the strategic plan remains a productive guide to decision-making.
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Strategic Initiative 4: Create understanding
of and achieve commitment to integrated marketing communication (IMC)
by the Saint Mary's College Community.
Action 4.1: Develop and implement
an internal and external integrated marketing communication plan.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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4.1.1 Establish a planning structure
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Vice President for College Relations
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Budget
Current and emerging research and institutional
data
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IMC team is formed.
IMC plan outline designed.
An appropriate research cycle is established.
Communication goals are identified.
The Saint Mary's community is educated about the
effectiveness and importance of IMC.
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Visibility and image of the College to both internal
and external constituents are enhanced.
The plan promotes the College’s commitment
to its identity and mission.
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4.1.2 Design and implement effective internal communication
strategies.
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Marketing Communications Director and IMC team
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Budget
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Existing internal communication vehicles are assessed
and analyzed
Recommendations are made for improving internal
communication.
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Effective internal communication processes result
in a well-informed College community.
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Action 4.2: Market the distinctive
features of a Saint Mary's education.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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4.2.1 Identify the College’s distinctive features.
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Vice President for College Relations
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Budget
IMC Team
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Process is developed for identification of distinctive
features.
Features are identified.
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Consistent communication of the College’s image
(branding) is achieved.
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4.2.2 Promote the College’s centers of distinction:
Center for Academic Innovation, Center for Women’s InterCultural
Leadership, and Center for Spirituality
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Vice President for College Relations
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Budget
IMC Team
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Local / regional / national public relations campaigns
are conducted.
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The College markets its strengths more effectively.
Positioning of the College is enhanced.
Opportunities for recruitment of faculty, staff
and students are expanded.
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Action 4.3:
Strengthen connections with the Michiana community in all its diversity.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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4.3.1 Establish a community relations plan that
guides appropriate institutional interaction with the Michiana community.
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IMC team
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Multicultural Advisory Committee
Center for Women’s InterCultural Leadership
(CWIL)
SPES UNICA Resource and Volunteer Center (SURV)
Administrative Council
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Faculty, staff, and student involvement in local
community activities is encouraged and supported.
A community relations plan is created.
Strategies are implemented.
Effectiveness of actions is assessed.
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Saint Mary's College has a strategic presence and
has a recognized leadership role in the life of the Michiana community
consistent with the College’s mission.
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Strategic Initiative 5: Develop a reliable
internal communication structure within the College community.
Action 5.1: Promote optimal
use of the campus network to improve efficiency and communication.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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5.1.1 Redesign and update the College website.
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Director of Information Technology
Director of Marketing Communications
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Budget
Information Technology staff
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A new web page is launched.
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The College website is well-organized and useful.
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Action 5.2: Coordinate and
cooperate in scheduling campus programs.
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Action Detail
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Responsibility
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Resources
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Evidence of Progress
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Outcome
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5.2.1 Establish a process to coordinate programs,
events and space utilization.
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President’s Office
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Special Events
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Broad discussions are conducted regarding the need
for program coordination.
The process is developed.
The process is implemented.
The process is assessed.
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Events and programs are organized for maximum audience
and effectiveness.
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5.2.2 Improve the campus master calendar.
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Administrative Council
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Special Events
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Existing calendar/scheduling processes are documented
and communicated.
A method of coordinating and maintaining the master
calendar is established to include all campus events.
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Appropriate coordination ensures a well-informed
campus community.
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Strategic Initiative 6: Explore the College's
relationship with its sponsor, the Congregation of the Sisters of the
Holy Cross, in order to anticipate long-term effects of changes in both
institutions.
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Leadership ") details & timelines index
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") Initiatives and actions text
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