corrected: FOR Doctor Mitch ONLY

Strategic Plan 2011– 2016

LeaderShiP and

innovation for a

Changing WorLd

Marist

MARIST COLLEGE STRATEGIC PLAN

2011–2016

Leadership and innovation for a Changing WorLd

Copyright © 2011, Marist College All rights reserved. No part of the material protected by this copyright notice may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any informational storage system, without written permission from the copyright owner.

STRATEGIC PLAN 2011–2016

Leadership and innovation for a Changing World

TABLE OF CONTENTS

Preface.......................................................................................................................1

Mission Statement ....................................................................................................3

Values Statement......................................................................................................3

Strategic Goals and Supporting Initiatives ...........................................................5

Conclusion ..............................................................................................................11

Strategic Plan Steering Committee ......................................................................12

1 Marist

prefaCe

Since the time of its charter in 1946, Marist College has matured from a small, local college

into a nationally recognized leader among comprehensive institutions grounded in the liberal arts.

Today, Marist is a highly selective institution with an international reputation for quality and dis-

tinctiveness. We pride ourselves on developing students with the intellect, character, and skills

required for enlightened, ethical, and productive lives in the global community of the 21st century.

The College now educates more than 5,000 students with a diverse range of backgrounds and

interests, and it is recognized as a leader for the manner in which it uses information technology

to enhance the teaching and learning process. More than $300 million in capital construction and

improvements have been implemented on the Poughkeepsie campus over the past decade alone,

and the College recently received a $75 million gift including a 60-acre riverfront estate in Esopus,

New York, and an endowment to support the Raymond A. Rich Institute for Leadership Develop-

ment. Additionally, the reach of the College has grown to include a branch campus in Florence,

Italy, an extension site in Fishkill, New York, and a global online presence.

The College’s Strategic Plan 2004-2009, Building on Success, recognized that Marist has

done many things well in the half century since its founding. But as the College has changed,

so too has the world around it, including the landscape of higher education. Students graduating

from Marist today are entering an increasingly complex and closely networked global economy

with a unique set of opportunities and challenges. In order to fulfill its mission, the College must

find a way to balance a continued commitment to the guiding principles and traditions that have

contributed to its success with the need for innovation and change.

In May 2010, President Dennis J. Murray named a 40-person Steering Committee, and the

College embarked on a yearlong, comprehensive, institution-wide strategic planning process.

This process was broad-based and inclusive; it engaged students, faculty, administrative staff,

alumni, trustees, and other stakeholders in shaping the institution’s strategic direction for the next

five years. Opinions were solicited in person through 12 Steering Committee meetings, five Board

Planning Retreats, 12 campus-wide briefings, and seven academic-school meetings. In addition,

the College made use of its extensive technology platform to distribute draft documents electroni-

cally for community review and comment.

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The key issues at the heart of the planning process were two basic yet multifaceted questions:

Does the direction proposed in the Plan make the College a stronger, more distinctive, and more

competitive institution? Furthermore, does it help us to construct a long-term, sustainable eco-

nomic model with a value proposition that attracts students, an economic proposition that enables

the College to enhance its solid financial position, and a people proposition that allows the College

to attract and retain the type of faculty and staff capable of delivering the value proposition?

Drawing from a comprehensive analysis of the College’s strengths, challenges, opportunities,

and threats, as well as the recommendations of all constituent groups, the Steering Committee

identified eight broad, institution-level Strategic Goals. These Strategic Goals represent a con-

tinued commitment to the College’s historic institutional strengths, as well as the identification of

new directions for experimentation and growth. Knowing that vision becomes reality only where

the path for implementation is clear and concrete, targeted and achievable initiatives support each

Goal, shaping a vision for the future that is linked to the College’s annual operating plans.

The development of this Plan would not have been possible without the active involvement of

the Steering Committee members, who gave so generously of their time and insights. We are also

especially grateful to members of the Board of Trustees for the direction and guidance they pro-

vided throughout the planning process. It is with gratitude to the collective wisdom of the campus

community and great confidence in the inclusiveness of our process that we present this Strategic

Plan, an important step in continuing and enhancing the success of Marist College.

3 Marist

Mission stateMent

Marist is dedicated to helping students develop the intellect, character, and

skills required for enlightened, ethical, and productive lives in the global

community of the 21st century.

vaLUes stateMent The College fulfills its mission by pursuing three ideals: excellence in education, a sense of

community, and a commitment to service. These ideals were handed down to us by the Marist

Brothers who founded the College. Now an independent institution governed by a lay board of

trustees, Marist continues to embrace the three ideals as an integral part of the College mission.

excellence in education

Marist achieves its ideal of excellence in undergraduate, graduate, and professional education by

actively engaging each student through exemplary teaching and distinctive learning opportunities.

At the undergraduate level, this begins with a firm foundation in the liberal arts and sciences.

Through the core curriculum and major fields of study, students learn to think logically and cre-

atively, to synthesize and integrate methods and insights from a variety of disciplines, and to express

themselves effectively orally, in writing, and through media. Students consider the ethical dimen-

sions of the subjects they study and become more aware of their own values, the values of others,

and the implications of the choices they make in their public and private lives. They explore diverse

cultures through coursework, extracurricular programs, international study, internships, and service

opportunities. Students in all programs learn critical thinking and problem-solving skills requisite for

effective leadership in a complex and diverse society.

The Marist ideal of excellence in education finds distinctive expression in programs tailored for

the graduate and adult learners the College has long served. Study at the graduate level emphasizes

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breadth and depth of knowledge for career development. In a climate of collegiality, students refine

the intellectual and personal qualities they need to contribute to their fields. Graduate, undergradu-

ate degree completion, and professional programs are designed to accommodate the needs of adult

students to balance education with work and family responsibilities. Maintaining the high standards

that characterize all educational offerings, Marist presents programs for adult students in alternate

locations, formats, and methods of delivery.

A distinguishing feature of the Marist education is the manner in which information technology is

used to support teaching, learning, and scholarship. The College, a leader in educational applications

of information technology, offers students access to advanced technologies to help them develop as

lifelong learners and productive members of their communities. Technology resources are combined

with flexible and innovative program formats to expand access to higher education for all students.

a sense of Community

The Marist ideal of community is based on the belief that we become a better institution through

the active involvement of faculty, staff, students, and alumni in the life of the College. Seeking to

create relationships that will last a lifetime, we nurture the well-being and development of all our

community members and cultivate their bonds with the College and each other. Marist encourages

students to collaborate with faculty and staff on research, creative, and service projects, and to share

the results of their work with a wider community of scholars. We take particular care to ensure that

student activities build a sense of community while supporting educational goals. We are a diverse

community united by a shared commitment to the free exchange of ideas, consideration of the opin-

ions of others, and civility in all our interactions. As members of the global community, we are com-

mitted to the collective stewardship of our environment.

a Commitment to service

The Marist ideal of service is predicated on our belief in the dignity and value of every human

being. The College sponsors and supports programs to meet a wide variety of community needs, and

to offer broadened access to education. We encourage students, faculty, staff, and alumni to make

service an important part of their lives. Both individual students and student organizations engage

in service activities, including programs that assist those in need, projects throughout the Hudson

River Valley, and other humanitarian initiatives around the world. By sharing their time and talents,

students help make Marist a better place to live and learn while developing a sense of personal re-

sponsibility and civic engagement.

5 Marist

strategiC goaLs and sUpporting initiatives

i. enhance the Quality and distinctiveness of the Marist educational experience for all students—traditional-age Undergraduates, graduate students, and adult Learners.

Initiatives–General 1. Provide an increasingly distinctive education that remains affordable. 2. Promote greater faculty and student collaboration on scholarly and creative projects. 3. Enhance and expand our internationally recognized technology-enabled learning experience. 4. Promote exceptional and wide-ranging international study experiences to facilitate global

awareness. 5. Strengthen career awareness, planning, and placement services for all current students and

alumni. 6. Continue systematic review and assessment of programs emphasizing learning outcomes to

ensure standards of high quality are maintained. 7. Document and reward outstanding teaching, scholarship, and service, and communicate these

professional accomplishments to the wider community. 8. Leverage our historic Hudson River Valley location with a curriculum that engages meaning-

fully with the region from New York City to Albany. 9. Develop new strategies to recruit, mentor, and retain highly qualified full-time and part-time

faculty.

10. Review and enhance retention plans for all student populations.

11. Increase the number of full-time faculty at a rate that exceeds the growth rate in traditional- age undergraduate students and at appropriate levels for graduate and adult student popula- tion growth.

12. Move forward with the implementation of the Campus Master Plan to address academic space needs, including: the renovation of space in Lowell Thomas, the Dyson Center, and Fontaine Hall freed up by the opening of the Hancock Center; upgrades to science labs; and the addition to the Dyson Center.

13. Move forward with the implementation of the Campus Master Plan to address student life and residential space needs, including: the addition and renovation of the McCann Center; the completion of the Route 9 Pedestrian Walkway; the addition of space for the music program; the renovation of the dining hall; and expanded student housing.

Initiatives–Traditional-Age Undergraduates: 14. Provide a comprehensive education with a strong liberal arts core, and enhance it by empha-

sizing breadth of knowledge, interdisciplinary scholarship, skill development, and commu- nity engagement.

15. Integrate and enhance Marist’s current first-year offerings to create a comprehensive first- year experience.

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16. Encourage student experiences outside of the classroom, including internships, civic engage- ment, study abroad, research, and service learning, that build pathways to careers or ad- vanced study.

17. Explore new academic programs, student-life activities, and marketing strategies that help ensure gender balance in full-time undergraduate student enrollment.

18. Continue to raise the profile of athletics at Marist by ensuring that student athletes experience success both in the classroom and in athletic competition.

19. Continue an enrollment strategy for the traditional-age undergraduate population on the Poughkeepsie campus that is based on (a) minimal growth of about one percent per year and (b) improved retention.

Initiatives - Graduate Students 20. Build on successful and innovative program models, such as our ongoing partnerships with

law enforcement agencies and health care organizations. 21. Systematically monitor trends in the graduate student market and survey the student popu-

lation to determine what programs, delivery formats, services, and price points should be enhanced, developed, or modified.

22. Strengthen student support services for graduate students and make them more accessible, including online and on-campus services.

23. Conduct a comprehensive review of the competitiveness of graduate programs and the meth- ods that are used to market the programs.

24. Assist faculty in developing knowledge and skills specific to advising graduate students. 25. Increase integration of graduate programs with undergraduate and adult programs, with more

five-year, certificate, degree completion, and other feeder programs. 26. Develop community-based learning experiences for graduate students including research,

internships, and service learning opportunities.

Initiatives - Adult Learners 27. Build on successful and innovative program models, such as those offered by the Institute for

Data Center Professionals (IDCP). 28. Systematically monitor trends in the adult student market and survey the student population

to determine what programs, delivery formats, price points, and services should be enhanced, developed, or modified.

29. Strengthen student support services for adult students and make them more accessible, in- cluding online and on-campus services.

30. Conduct a comprehensive review of the competitiveness of adult programs and the methods that are used to market the programs.

31. Better integrate adult degree completion programs with graduate education. 32. Continue to grow professional development and certificate programs. 33. Improve adult student life by allocating additional space and resources for programming and

student interaction. 34. Enhance relationships with the adult alumni population.

7 Marist

ii. promote innovation, experimentation, and Creativity throughout all academic and administrative areas of the College.

Initiatives 1. Support a campus culture that encourages and rewards experimentation and innovation. 2. Experiment with new models of education delivery, methods for assessment, and certification

of knowledge. 3. Establish a method and process independent of regular operations that explores and nurtures

emerging and forward-thinking opportunities that are consistent with our mission and values and have long-term revenue potential.

4. Continually review opportunities for new markets and educational offerings in professional and graduate programs.

5. Develop interdisciplinary courses and programs that promote integrated learning. 6. Develop new pricing models responsive to student ability to pay. 7. Streamline the process for developing new academic courses and programs. 8. Use the Hancock Center to promote entrepreneurship and the economic development of small

to mid-sized businesses. 9. Broaden our efforts to capitalize on the Hudson River as an educational resource in such

areas as history, ecology, environmental law, and public policy. 10. Continue the College’s efforts to implement environmentally sustainable practices and teach

our students about lifelong environmental stewardship. 11. Develop and provide for uses of space that promote creativity, diverse ideas, and collabora-

tion.

iii. Become a recognized institution for preparing ethical and effective Leaders for a global society.

Initiatives 1. Develop a shared vision of the distinctive contribution Marist will make to the field of leader-

ship development. 2. Establish a comprehensive plan as to how the Raymond A. Rich Institute for Leadership

Development will enhance student learning through a unique focus on communication skills, ethics, and global perspectives.

3. Design, implement, and support academic and co-curricular programming in leadership de- velopment across undergraduate, graduate, professional, and executive programs.

4. Leverage our technology platform to provide education and information about leadership around the world through an online presence.

5. Utilize the Raymond A. Rich Institute for Leadership Development to involve and connect leaders from different sectors with the Marist community.

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iv. advance our Leadership role in Using technology to support teaching, Learning, scholarship, and institutional effectiveness.

Initiatives 1. Implement and influence new open-source strategies and further promote community-source

projects to enhance quality and effectiveness, maintain first-adopter advantage, and reduce operational costs.

2. Initiate an advanced Web strategy that includes constant updates, interactivity, social media connections, portability, multimedia tools, and converged communications capabilities.

3. Encourage and support the ethical and appropriate use of social media, real-time collabora- tion, and other forms of mediated communication to promote innovative ideas and problem solving.

4. Capitalize on the full functionality of the newly implemented Enterprise Resource Planning (ERP) and other service systems to more effectively provide online services to all students, faculty, and staff.

5. Increase opportunities and incentives for faculty to use technology in all teaching venues, research, and scholarship, and provide opportunities to share successful and creative uses.

6. Build on successful models such as the mainframe Knowledge Center of IBM’s global aca- demic initiative in order to create an international reputation for expertise in technological learning.

7. Continue to upgrade our infrastructure so that we remain a leader in technology-enhanced education.

v. Build a More diverse and international College Community.

Initiatives–General 1. Conduct a comprehensive assessment of the campus climate, using the results to ensure that

we are a receptive and inviting community that promotes equity and access for all individu- als.

2. Implement diversity initiatives based on research of best practices across the industry.

Initiatives–Students 3. Increase the diversity of the student population across all parameters, including racial/ethnic,

geographic, gender, socioeconomic, religious, and other characteristics. 4. Develop a comprehensive funding strategy, including grant opportunities, to provide more

financial aid to students in need. 5. Enhance programs and support services for underrepresented and international students. 6. Increase the number of students studying abroad across all areas of the globe, especially in

non-Western locations. 7. Increase the number of international students studying at Marist.

Initiatives–Workforce 8. Implement a focused recruitment plan to address areas of underrepresentation and increase

the diversity of the workforce.

9 Marist

9. Develop and implement a diversity outreach program to recruit and attract minority candi- dates for faculty and administrative employment opportunities at the College.

10. Continue to expand the role of the Diversity Council, including its sponsorship of programs that emphasize and celebrate diversity at the College.

11. Develop and deliver a comprehensive training program for faculty and staff that promotes the understanding and value of diversity.

vi. Maintain a distinctive and Cohesive Marist Community at Campus sites, on- line, and abroad.

Initiatives 1. Ensure that the ideals, heritage, and history of the Marist Brothers remain an integral part of

the College’s programs and activities. 2. Further develop the orientation process for all entering students. 3. Enhance and standardize the orientation process for all new full-time and part-time faculty

and staff, including a component on the distinctive characteristics of the Marist educational experience.

4. Create more collaborative spaces and promote collaborative work among students, faculty, and staff.

5. Provide more community service and service learning opportunities for students, faculty, and staff.

6. Strengthen relationships with local town, city, and county officials and with neighboring resi- dents to provide personal growth and learning opportunities for students.

7. Develop and implement tailored communications and engagement strategies to ensure a life- long connection between the College and all students, alumni, parents, friends, and current and former employees.

8. Develop a set of operating principles to ensure that students in online programs feel strongly connected to the Marist community.

9. Further strengthen our connection to the Florence branch campus and other sites.

vii. strengthen the College’s network with external organizations and increase strategic partnerships to Create new opportunities for students, faculty, staff, and alumni.

Initiatives 1. Strengthen and expand advisory boards to enhance our academic programs, create high-

quality student internships, increase job placement and employment opportunities for our students, and generate fund-raising opportunities.

2. Further refine the College’s targeted electronic and social media communications strategy to enhance relationships with external constituencies including alumni, trustees, parents, guid- ance counselors, and other groups.

3. Develop relationships with external organizations in government, corporate, nonprofit, and other sectors that will help advance the mission of the Raymond A. Rich Institute for Leader- ship Development.

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4. Enhance relationships with corporate or governmental organizations with professional de- velopment/training programs that can act as feeders to graduate, professional, and degree completion programs.

5. Improve collaboration between the College and the Marist Brothers’ network worldwide to the mutual benefit of both organizations.

6. Strengthen existing networks and partnerships in order to provide students, faculty, and staff members with access to new technologies that can be integrated into courses and research.

7. Foster relationships with other educational institutions that could lead to partnerships, articu- lation agreements, and combined degree programs.

viii. diversify and grow the financial Base of the College.

Initiatives 1. Continue to maintain a budget model that results in annual operating surpluses and is based

on fiscally sound resource allocation and investment practices. 2. Implement a budget development process that encourages and rewards growth in revenue and

savings in operations. 3. Develop and implement a business plan and operating strategy for graduate and adult pro-

grams that will increase enrollment and net income. 4. Broaden the enrollment base, building on established successes: summer pre-college pro-

grams, winter/summer intersession courses, internships, and international programs. 5. Continue to broaden fund-raising initiatives among alumni, trustees, corporations, founda-

tions, and individual donors to increase the endowment for scholarships, endowed chairs, and academic programs, as well as designated support for capital initiatives.

6. Pursue more grants based on faculty strengths and interests, and offer greater financial re- wards for grant-winning faculty and their individual schools.

7. Provide content and delivery systems as well as hosting services to colleges, universities, and other organizations to increase revenue streams and reputation.

8. Develop appropriate offerings to respond to students who graduate in fewer than four years, such as combined undergraduate and graduate programs.

9. Capture savings as a result of increased operational efficiencies across all areas of the Col- lege.

11 Marist

ConCLUsion

The attainment of the Strategic Goals and Initiatives set forth in this Plan will make Marist an

even stronger institution in the year 2016 than it is today. Our vision for the future requires that we

continue offering an increasingly high-quality and distinctive academic experience, as one of the top

comprehensive liberal arts colleges in the country. Our success begins with our distinct undergradu-

ate experience, complemented by growth in graduate and adult programs.

Marist will strengthen its liberal arts core, and the institution’s culture will increasingly promote

and reward experimentation, creativity, and innovation, instilling in our students the ability to adapt

to the ever-changing job market of the 21st century. We will leverage our network of strategic part-

ners in the corporate, government, and nonprofit sectors to create unique learning, research, and

employment opportunities for both current students and alumni. As a result, graduates of the College

will continue to gain admission to the most selective graduate programs, compete successfully for the

most prestigious fellowships, and secure employment at the best organizations.

Excellence in 21st-century higher education requires a culture that rewards creative and entre-

preneurial faculty and staff. Marist faculty promote educational experimentation, dynamic and in-

terdisciplinary course offerings, and innovative learning experiences. At the administrative level, the

College is committed to combining its reputation for affordability and operational efficiency with the

capacity for bold institutional change.

To meet the challenges of the future, we will remain a leader in technology-enhanced learning,

and will expand this role to include the use of technology to improve scholarship and institutional

effectiveness. Leadership development is also essential to our future success in preparing productive

and ethical global citizens. Through the Raymond A. Rich Institute for Leadership Development,

we will engage leaders from different sectors and make a distinguished contribution to the field of

leadership development. Our leadership development program will emphasize interpersonal com-

munication, ethics, and global perspectives, ensuring that graduates of the College are prepared to

serve as leaders in their professions, communities, and in society.

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In order to develop leaders in a diverse, globally connected and culturally complex world, the

Marist community must reflect the multifaceted elements of that world. Disparate geographies,

cultures, ethnicities, socioeconomic backgrounds, and many other characteristics of diversity are

all essential realities of the world our students prepare to enter. We recognize that a commitment to

inclusiveness is important for the benefit of the institution and all of its members, and we dedicate

ourselves to increasing, supporting, and celebrating diversity in all areas of the Marist community.

Grounded in our heritage and history with the Marist Brothers, our values recognize the impor-

tance of community, and we carefully foster that sense of cohesion across all of our endeavors. As

we expand the educational opportunities for our students through our campus locations around the

globe and continue to innovate and lead in the field of online education, we realize that our success

is closely tied to our sense of community. Strengthening our community in an interconnected world

also requires that we continue to develop strategic alliances in the Hudson River Valley and around

the world by engaging our network of institutional partners, as well as friends of the College, our

faculty, parents, guidance counselors, students, and alumni.

Institutional excellence as a college is inexorably linked to our fiscal strength, and our stability in

the current higher education environment is due to our commitment to that principle. Our continued

growth in prestige and influence is only possible with careful management and diversification of

fiscal resources.

Ultimately, our success depends upon an institutional ability to shape our future, hold true to our

mission, and execute strategies that enable the attainment of our Goals. This Plan charts an excit-

ing and challenging course into the future and provides a framework for creativity, innovation, and

healthy growth. But in the end a Strategic Plan is only as effective as its implementation, and we as a

community must commit to that process. With these principles in mind, we offer our strategic vision

for the future of Marist College.

13 Marist

strategiC pLan steering CoMMittee

Co-Chairs Roy H. Merolli Executive Vice President James Melitski Associate Professor of Public Administration

Members Angel Arriaga Counselor and Tutor Coordinator, CMA/HEOP Joshua D. Baron Senior Academic Technology Officer Geoffrey L. Brackett Executive Vice President Lisa Cathie ’03 COO, Orange County Trust Co., Chair, GPP Advisory Board Deborah A. DiCaprio Vice President/Dean for Student Affairs John F. Doherty Assistant Professor of Criminal Justice Elizabeth A. Donohue Assistant Athletic Director, SWA Lynne L. Doty Professor of Mathematics, FAC Chair Susan Duncan Director of Institutional Research and Planning Sara Dwyer-McNulty Associate Professor of History Jane H. Fiore Director, Academic Learning Center Neil Fitzgerald Associate Professor of Chemistry, Interim Dean, School of Science Moira K. Fitzgibbons Associate Professor of English Joanne H. Gavin Associate Professor of Management Sean P. Kaylor Vice President of Admission and Enrollment Planning K. Peter Krog Associate Professor of Mathematics Matthew G. Lubrano ’11 Student Body President, SGA Representative Nora I. Misiolek Assistant Professor of Information Systems, AAC Chair Lauren H. Mounty Dean, School of Global and Professional Programs Jocelyn M. Nadeau Assistant Professor of Chemistry Jay J. Pantaleo Director of Finance and Budget John P. Pecchia Vice President for Business Affairs/CFO Steven M. Ralston Dean of the School of Communication and the Arts Emily Saland Staff Assistant, Office of the President Susan M. Scanlon Director of Corporate Outreach Martin B. Shaffer Dean of the School of Liberal Arts Michael J. Silvestro Assistant Vice President for Human Resources Janet Stivers Professor of Special Education Michelle L. Stokes Assistant Dean of Academic Affairs Edward Summers Assistant to the President and Presidential Fellow William T. Thirsk Vice President for Information Technology/CIO Robin Diller Torres Director of First Year Programs & Leadership Development Thomas S. Wermuth Vice President for Academic Affairs/Dean of Faculty Mark Wildonger Adjunct Faculty Member, Environmental Sciences Satina V. Williams Assistant Professor of Accounting Paula Willoquet-Maricondi Associate Professor of Communication Amy K. Woods Director of Alumni Relations J. Pauline Wu Controller

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