学术计划ning
The landscape of higher education has changed drastically in the last few years. M State embarked on the academic planning process to identify bold and clearly defined academic offerings on each M State campus as part of an overall growth and sustainability plan for an even stronger future.
- Engage multiple stakeholders to seek input (e.g., employees, 总统’s Advisory Council, community leaders)
- Create an academic plan that will help determine the college’s future academic offerings and niche for campus growth and sustainability
- Implement the plan
项目目标
- Develop an academic plan for implementation for the 2023-24 academic year and beyond
- Utilize the academic plan to develop further plans, including enrollment, marketing and 设施
Key Performance Indicators
- 招生
- Space utilization
Reporting of Results
- Consult bargaining units.
- Sharing results with the college community during an Open Forum
- Community leaders notified via email
- Broader community notified via a press release
There have been some areas that have been reduced in order to make 投资. The College will shift resources to this plan to focus on growth and sustainability.
M State sees change as an opportunity adapt and meet the needs of the region. In recognition of the impact of the pandemic on student enrollment patterns, the college used a comprehensive process to determine the College’s academic niche.
The College began the academic planning process at the beginning of AY23 to take a deep dive into the programs M State offers and how they are aligned with projections to meet the needs of our communities. The academic plan drives College decisions including support services, enrollment and marketing strategies, 设施, 投资, 和预算. The academic planning process included a review of student enrollment patterns, 设备需求, and the progress of program revitalization plans. The communities’ economy, population growth, and housing realities were also considered.
A variety of input was collected to inform the academic plan, including input from employees, 总统’s Advisory Council members and community leaders. The College specifically solicited feedback from community leaders who do not have direct ties to the college from a variety of industry fields, including healthcare, 建设, 运输, and manufacturing. Approximately 40 community leaders participated in individual meetings with M State’s president, 35 leaders attended and gave feedback at community advisory council meetings. More than 150 employees provided input during the employee academic planning sessions. During these employee sessions, a survey tool called Mentimeter was used to allow employees to answer survey questions anonymously in an open and safe environment to make sure that everyone’s voice was heard. The Campus 学术计划s are reflective of all input received and data reviewed.