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Area IV:
Develop and Focus Resources to Advance the Mission
of Saint Mary’s College
Action Details
Strategic Initiative 1: Base
funding decisions on strategic plan priorities.
Action 1.1: Examine budget review
process and improve communication to the College community.
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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 Review the current budget development process.
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V.P. Finance
Administrative Council
Department Chairs and Directors
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Budget Committee
Department Chairs and Directors
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The campus budget committee includes a range of
appropriate representatives.
The budget development process will use the campus
strategic plan as the principal tool to develop priorities for funding.
Budget recommendations regarding tuition and fees
and salaries are presented at the February Board of Trustees meeting.
The College should review the allocation of resources
in comparison to appropriate peer institutions and carefully determine
if variations are consistent with the strategic plan.
Multiple year projections of revenues and expenditures
are prepared each year and updated frequently to monitor actual
results to projections.
Each cost center will develop multiple year projections
of anticipated need.
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Budget decisions reflect strategic priorities.
Administrative Council decisions refer to Strategic
Plan.
Parents and students are informed of fees in a timely
manner.
The ability to plan major budget priorities and
identify sources of funding is enhanced.
Shortfalls are anticipated early and allow the thoughtful
planning of alternate courses of actions.
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1.1.2 Communicate the budget process and rationale
for decisions with all members of the College community.
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V.P. Finance
Controller
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Report writing software and web versions of Banner.
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Budget information is made readily available to
account managers.
At least once during the fiscal year, The Vice President
for Finance and Administration will present a report to the community
on the status of the fiscal health of the organization.
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The College community accepts and understands budget
decisions.
Widespread knowledge of financial strengths and
constraints exists.
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Action 1.2:
Base Development policies and actions on strategic priorities.
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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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1.2.1 Fund-raising efforts use the strategic plan
as the principal tool to develop priorities.
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Division of College Relations
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Strategic Plan
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Priorities are identified and incorporated in College
Relations long-range plans.
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Development policies reflect strategic priorities.
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1.2.2 Raise funds for the College’s centers
of distinction: The Center for Academic Innovation, the Center for
Spirituality and the Center for Women’s Inter Cultural Leadership.
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Vice President for College Relations
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Integrated Marketing Communications Team
Director of the Centers
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The Center’s priorities are identified and
incorporated in the College’s fund-raising efforts.
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The College obtains sustained financial support
for the Centers.
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Action 1.3: Ensure that the
financial aid program supports the recruitment and retention of students
within a comprehensive enrollment management 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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1.3.1 Evaluate and revise financial aid policies.
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Enrollment Management Advisory Committee (EMAC)
with Administrative Council.
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Administrative staff time
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Conversations are conducted with appropriate constituents
regarding financial aid philosophy.
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A consistent policy is supportive of institutional
mission and goals.
A policy is recommended to meet unmet need.
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1.3.2 Evaluate the effects of current policies and
ensure that aid policy is consistent with The College Board, NACAC
and NASFAA Statements of Principles and Practices.
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EMAC
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Administrative staff time
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Analyses of current policy and scholarship renewal
rates are conducted.
Complete analysis of overall effect of aid policy
on retention is undertaken.
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Policy proposals are made to the Administrative
Council.
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1.3.3 Explore possibility of meeting 100% need.
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Reporting authority of the Enrollment Management
Model
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Administrative staff time
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An analysis of current levels of unmet need is conducted.
Cost projections are developed.
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A reasoned proposal is made to the Administrative
Council.
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1.3.4 Develop strategy to reduce loan indebtedness.
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Reporting authority of the Enrollment Management
Model
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Administrative staff time
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Data on loan indebtedness are compiled.
Projections are developed.
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Financial aid strategy remains in concurrence with
the College mission.
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Strategic Initiative 2: Develop a comprehensive
plan to achieve adequate number and distribution of staff for all departments
of the College.
Action 2.1:
Achieve an equitable and just salary and compensation for all.
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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 Restore compensation to the AAUP 80th
percentile (for comparable IIB institutions) for faculty and an
equitable level on appropriate indexes for staff and administration.
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Administrative Council
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A review of the existing compensation levels for
both faculty and staff will be conducted.
Comparisons are made with respect to current budget
resources to determine when and how the necessary increases to compensation
can be made.
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The College will be able to recruit and retain quality
and diverse faculty, staff, and administration.
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2.1.2 Compensation levels should be maintained to
assure that the College can attract and retain the best individuals
available for all positions.
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Administrative Council
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Budget
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The above review process will be used to set appropriate
wage and salary ranges.
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College rates of pay will be at the market rate
for the position, thereby minimizing turnover.
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2.1.3 Develop plan to ensure adequate staffing across
divisions.
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Budget Committee
Administrative Council
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Budget
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Staffing priorities are established within the divisions.
Previously identified priorities are reviewed.
Budget Committee and Administrative Council make
decisions based on priorities.
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College staffing enhances services to students.
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2.1.4 Review and revise job classifications with appropriate
pay scales that recognize IT skills and other proficiencies
for staff.
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Director of IT
Human Resources
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Budget
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Review process is begun.
Revised classifications are in use.
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Pay recognition is given for jobs requiring a higher
degree of IT skills.
The College is able to attract and retain employees
with higher levels of skills.
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Action 2.2:
Increase the number of faculty and staff of diverse backgrounds.
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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 Develop and communicate a persuasive internal
rationale for this institutional priority.
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President (See also Educate 1.3)
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Diversity Committee
Report of the Diversity Task Force
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The goal is communicated to all College constituencies.
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A sustained College-wide commitment to hiring diverse
faculty and staff is ensured.
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2.2.2 Develop a coherent plan for attracting and
retaining diverse faculty, administrators and staff.
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Administrative Council
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Budget
Diversity Committee
Center for Academic Innovation (CFAI)
Human Resources
Center for Women’s InterCultural Leadership
(CWIL)
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Current practices and experiences in hiring are
reviewed and a comprehensive plan is developed.
Initial implementation of the plan is underway.
The new hiring strategies are evaluated
for effectiveness.
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A College community of more diverse faculty, staff
and administrators is created.
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Strategic Initiative 3: Support comprehensive
faculty and staff development.
Action 3.1:
Enrich faculty and staff development.
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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 Study and revise existing staff performance
review processes and their implications for development needs.
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Dean of Faculty
Human Resources
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The existing performance review program is communicated.
All employees are given the opportunity to participate
in an annual performance review.
All supervisors and directors understand the value
of the review process and administer the process.
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Needs for staff development are identified and integrated
into the review program.
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3.1.2 Review alternatives to the current problem
resolution system.
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Human Resources
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A committee of staff employees will
be formed beginning in the fall of 2001.
Conflict management training is implemented.
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Personnel issues are resolved more effectively and
in a more timely manner.
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3.1.3 Review faculty roles, including teaching load,
performance review and reward structure.
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Vice President and Dean of Faculty
Associate Dean of Faculty
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Faculty Assembly
Institutional Research
Faculty Affairs Committee
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Faculty survey is conducted.
Faculty load study is conducted.
Issues pertaining to faculty roles and rewards are
evaluated.
Issues are discussed and recommendations are formulated
for presentation to the Administrative Council.
Links between performance reviews and reward systems
are identified.
Recommendations are made.
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The College community shares a common vision of
faculty roles and responsibilities.
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3.1.4 Create a comprehensive model of addressing
the development needs of faculty and professional staff.
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CFAI Task Force
Associate Dean of Faculty
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Budget
Time
Diversity Committee
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Task force is created.
Comprehensive review and assessment of the CFAI
programs to support development for faculty and student development
professionals is conducted.
A plan is created to coordinate faculty and staff
development activities with the Instructional Technology Resources
Center, the Center for Women’s InterCultural Leadership and
the Center for Spirituality.
A comprehensive model of faculty and professional
staff development appropriate to Saint Mary's College is proposed
that incorporates strategic priorities including diversity initiatives.
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Adequate funding, staff, and structure enable the
CFAI to become a center for development of faculty and student development
professionals.
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Action 3.2:
Develop faculty and staff proficiencies in technology.
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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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3.2.1 Support essential staff training in information
technology (I.T.)
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Human Resources
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Budget
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Policies are developed and distributed.
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Staff skills in information technology increase.
Staff are better able to perform their jobs.
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3.2.2 Increase support for, development of, and
awareness of the Instructional Technology Resource Center (ITRC)
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Teaching and Learning Technology Roundtable (TLTR)
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Time, money and personnel
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Comprehensive review and evaluation of the role
of the ITRC continues.
ITRC is visible and widely used.
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Students, faculty and staff are better able to use
information technology available on campus.
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3.2.3 Create an organized I.T. training program
utilizing a variety of training and support options: videos, CAI,
tutorials, outsourcing, scheduled workshops, on-demand workshops,
teleconferencing, etc.
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Director of IT
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Time, money, and personnel
Human Resources
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Policies are developed that ensure essential I.T.
training for staff.
The current I.T. training program is reviewed.
TLTR makes recommendation to I.T. director for comprehensive
training program.
Recommendations are implemented
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Training is more readily available to and more usable
by all employees.
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3.2.4 Improve user support for software and hardware.
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Director of IT
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ITRC
TLTR
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A plan is established for improved support service.
The plan is implemented, including a fully staffed
helpdesk.
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Response to support needs is rapid and effective.
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Action 3.3:
Improve and expand the role of information technology in teaching and
learning.
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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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3.3.1 Develop a policy stating how technological
initiatives by faculty will be evaluated and recognized with regard
to promotion and tenure. (See also Educate 3.3)
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Vice President and Dean of Faculty
Committee on Rank and Tenure
Faculty Assembly
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Policy options are discussed by departments.
New policy is adopted.
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Policy is included in the Governance Manual.
Amendment is made to Rank and Tenure guidelines.
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3.3.2 Develop additional support for faculty projects
on innovative pedagogical uses of I.T.
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TLTR
CFAI
Vice President and Dean of Faculty
ITRC
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Operating budget
Release time
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A plan is developed for funding innovative uses
of I.T.
Proposals are selected and funded.
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Saint Mary's College is recognized as a leader in
the use of technology in teaching and learning.
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3.3.3 Support departmental efforts to put teaching,
testing and assessment materials on the Web.
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ITRC
TLTR
Director of Information Technology
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Budget
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Appropriate software upgrades occur on a regular
basis.
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Departments are able to use the web for teaching,
learning and assessment.
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Strategic Initiative 4: Implement campus-wide
strategy for facilities planning.
Action 4.1:
Use strategic priorities to guide the Facilities Master 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 Continue to fund the depreciation of capital
assets from current operating revenues.
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Vice President for Finance and Administration
Controller
Facilities Director
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Operating and capital budgets
New building funds
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The depreciation fund is under continuous review.
Fund status is communicated to the College community.
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The care and maintenance of long-term assets is
assured.
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4.1.2 Review and update Performa Campus Master Plan
and Implementation Plan in the context of the strategic plan.
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Administrative Council
Board of Trustees
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Funding
Staff
Current building code
Performa plan / Master plan
Task Force reports
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Comprehensive review of handicapped accessibility
is integrated into master plan updates.
The physical needs of the Office of Information
Technology are incorporated in the Campus Master Plan, including
personnel and co-location of equipment (e.g., telephone switch,
cable system, computer room).
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The campus master plan reflects strategic planning
priorities.
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Action 4.2:
Utilize the facilities audit process from the Three-Year Capital Budget
to maintain facilities.
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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 Prepare a three-year Capital Budget request
showing building, equipment, and energy management repair requests.
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Vice President for Finance and Administration
Director of Facilities
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Staff and budget
Outside consulting firms or contractors
Director of Maintenance
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Audit is conducted
Capital budget request is submitted.
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Maintenance of facilities is efficient and effective.
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Action 4.3:
Maintain the Saint Mary's College aesthetic tradition.
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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 Review new building and substantial existing
building modifications for compatibility with aesthetic traditions.
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Building and Grounds
Committee of the Board of Trustees
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Budget
Historic
Preservation Committee
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The Historic Preservation Committee is involved
in the planning process.
New building designs are reviewed with the Architect
and committees oversee buildings and grounds activity.
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Buildings and grounds remain aesthetically pleasing
at Saint Mary's College.
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Strategic Initiative 5: Maintain currency of
electronic environment to ensure optimal information technology capabilities
for Saint Mary’s College.
Action 5.1:
Improve Information Technology budgeting and planning processes.
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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 Develop a strategic plan for Information Technology.
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Director of Information Technology
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Time
TLTR
Banner Steering Committee
ITRC
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Review body is formed including representation from
resources groups.
Reports/recommendations are begun.
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Annual review of progress in areas of strategic
plan for Information Technology is in place.
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5.1.2 Improve flexibility and reliability of I.T.
budgeting process.
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Budget Committee
Director of Information Technology
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Operating Budget Capital budget
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Depreciation fund is established for equipment.
Improved method for departments to communicate information
technology needs is developed.
Contingency fund is established for innovative uses
of information technology.
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Strategically-sound decisions are made regarding
I.T. resources.
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5.1.3 Include the Office of Information Technology
in facilities planning at all levels.
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Director of Facilities
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Capital and operating budgets as needed in proposed
projects.
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I.T. needs are incorporated in facilities planning.
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Facilities and I.T. planning are integrated and
coordinated.
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Action 5.2: Provide necessary
level of information technology in classrooms.
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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 Ensure that, at a minimum, all classrooms
are media ready
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Vice President and Dean
Director of Facilities
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Budget
Information Technology Study Group (ITSG) report
"Classroom Improvement and Support for Teaching and Learning."
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Initial systematic review of all classrooms is conducted.
Annual reviews to ensure media readiness are begun.
Deficiencies are corrected.
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Current and future classrooms are media ready.
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5.2.2 Explore possible future directions for the
campus network such as the installation of classroom or campus-wide
wireless network.
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Director of Information Technology
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Operating and Capital budgets
TLTR
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Investigations are begun.
Report on possible new directions is prepared and
distributed.
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The process ensures continuing review of the direction
in which the campus network develops.
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5.2.3 Develop a plan to make use of existing campus
cable TV network to provide information and services such as video
distribution and the possibility for student programming.
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Director of Information Technology
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Operating Budget Capital budget personnel
Board of Governance
Telecommunications
Communication Studies, Dance, and Theater
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A planning committee is established including representatives
from the resources groups.
Cable TV network plan is in place.
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A functioning cable TV network expands learning
opportunities for students.
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5.2.4 Assess the need for additional and flexible
I.T. classroom space, and determine the appropriate level of I.T.
for seminar rooms.
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Vice President and Dean
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Capital budget
Director of Information Technology
Registrar
TLTR
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Study/ planning by resources group is conducted,
including revision/expansion of the 1998 ITSG plan.
Planning and initial implementation activities occur.
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Classroom designs (such as wireless networks) support
both I.T. and non-I.T. pedagogy.
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5.2.5 Provide the necessary level of I.T. in all
classroom laboratories.
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Vice President and Dean
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Capital budget
Director of Information Technology
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TLTR
Academic departments
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Departments submit assessment of lab needs as part
of their strategic plans.
Strategic plan is developed to establish priorities
to address needs.
Implementation is begun.
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Classroom laboratories are equipped with I.T. for
their specific purposes.
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5.2.6 Provide the necessary high-end technology
for use in computer science and other courses to keep pace with
students needs.
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Vice President and Dean
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Capital budget
Support staff
Information Technology
Academic departments
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Levels of need are studied.
Budget is submitted
New equipment is available for instructional use.
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Installation of a high-performance workstation laboratory
supports specialized instructional needs.
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Action 5.3: Provide necessary
level of information technology in College operations
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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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5.3.1 Conduct business online (college forms, work
orders, library resources, bookstore purchases, college purchasing,
electronic delivery of documents to Printing Services, credit card
payment, etc.)
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Vice President for Finance
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Capital budget
Operating budget personnel software
Director of Information Technology
Banner Team
Purchasing
Bookstore
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Additional T1 line(s) are added as needed
On-line internal forms (work orders, requisitions,
etc.) are in use.
The College is able to accept credit-card payments
on-line.
A plan for online services is developed.
Contingency plans for and provision of backup power
are set.
Annual review of online operations is initiated.
Other online services are initiated as needed.
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An economical, efficient and user-friendly operating
environment is achieved through the improved use of online services.
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5.3.2 Integrate and coordinate communication services
(telephone, fax, e-mail, and electronic bulletin boards.
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Vice President for Finance
Director of Information Technology
Director of Purchasing
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Budget
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Plan is developed.
Plan is implemented.
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Communication systems are coordinated and effective.
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5.3.3 Integrate and coordinate the development and
maintenance of College electronic publications.
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Director of Integrated Marketing Communications
as coordinator of a team effort
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Time
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Planning is conducted.
Policies & procedures are in place for web page.
Annual review and revision of web page is initiated.
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Electronic publications are coordinated and effective.
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5.3.4 Continue the integration of administrative
information exchange begun with the implementation of the Banner
project.
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Banner Steering committee
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Budget
Information Technology
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Complete installation/implementation of remaining
Banner modules is conducted:
Strategic Enrollment Management reporting tools
Workflow process
Degree audit advising system
Document imaging system
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Administrative computing services to the College
community are efficient and effective.
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Action 5.4: Expand the acquisition
of and access to electronic information resources, including electronic
preservation of appropriate College collections.
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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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5.4.1 Increase the number, kind and coverage of
library electronic resources and services.
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Director of Cushwa-Leighton Library
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Library Committee
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Plan is developed.
Present reserve system is expanded to include electronic
delivery of reserve items.
Annual review is initiated.
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The scope of electronic resources and services is
improved.
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5.4.2 Explore appropriate electronic preservation
of College collections.
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Director of Cushwa-Leighton Library
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Budget
Librarians
College Archivist
Art & Music Departments
Information Technology
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Plan is developed.
Plan is implemented.
Appropriate collections are digitized.
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Preservation and enhanced availability of valuable
College collections become possible.
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Back to Area IV ("Focus
Resources ")details and timelines index
Back to Area IV ("Focus") Initiatives
and actions text
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