Chadron State College
Chadron State College

Strategic Planning at CSC

Mission Statement

Chadron State College delivers experiences that foster knowledgeable and engaged leaders and citizens to enrich the High Plains region and beyond.

 

CSC STRATEGIC PLANNING: AN INTRODUCTION

Chadron State 2030, the college’s collection of strategic plans, comprises the Master Academic Plan, the Campus Master Plan, and Next Horizon, the Chadron State Foundation’s comprehensive campaign.

The 2019-23 MAP - People, Purpose, and Place - builds upon its predecessor, the 2014-18 MAP, and is the centerpiece of Chadron State 2030.

The 2014-18 MAP reaffirmed the Essential Studies Program (ESP) philosophy and the Graduate Studies Program purpose and deliberately advanced selected 2011-14 Intentional Initiatives. The purpose of 2014-2018 MAP also included efforts to differentiate CSC, reduce the possibility of drifting from one initiative to another, improve communication through shared understanding, advance alignment of campus-wide resources, and incorporate a practical and flexible plan that responds to emerging opportunities and challenges.

The 2014-2018 MAP made noteworthy progress on achieving the purposes. The development and implementation of the MAP leveraged the preparation for the 2017 HLC Comprehensive Evaluation that CSC began in the Summer 2013. The fruits of this are illustrated in the HLC Peer Review Team report: “Chadron has good reason to be proud of its success in meeting the difficult task of making what is often thought of as a sterile planning a thing of the past and in its ability to make a plan implementation a responsibility that is enthusiastically embraced by all on campus." CSC addressed two suggestions within the 2007 HLC Visiting Team report: creation of a Teaching and Learning Center (TLC) and improvement of campus communication.

The 2014-18 MAP consisted of six priorities: 1) implement and improve the Essential Studies Program (ESP), 2) define, develop, and promote co-curricular experiences that foster student engagement, 3) create and implement a strategic vision for teaching and learning technologies (TLT) – the Library Learning Commons (LLC) and TLC, 4) evaluate campus-wide processes for recruitment, retention, and advising as well as recommend a plan, 5) study, create, and implement a strategic vision for the Graduate Studies Program, and 6) evaluate campus-wide processes for faculty and staff recruitment and retention as well as recommend a plan. Each of the priorities underpin the advancement of a community of learners, orchestration of learner-centered environments through high-impact practices (writing across the curriculum; internships; study abroad/away) and commitment to a learning organization; the value of a student-centered approach is significantly reduced unless students, faculty, and staff are learning together.

The 2014-18 MAP made significant strides in the alignment of efforts. This is illustrated in an intentional planning that relates to the day-to-day activities with faculty and staff goals. During 2018, 93% of full-time faculty and 96% of Academic Affairs professional staff have pursued a MAP priority. Cabinet has consistently supported the MAP priorities. With respect to committees, 86% of CSC Campus-wide committees and 62% of CSC Presidential committees identify a MAP priority as part of the committee work. As a learning organization, we strove to intentionally better align what we say we do with what we actually do.

During the summer 2016, preparation for the 2017 Higher Learning Commission (HLC) Comprehensive Evaluation, CSC identified recruitment and retention as areas to improve. While Priority 4 of the MAP focuses on recruitment and retention, the challenges in these areas have accelerated. Beginning in July 2017 Academic Affairs and Student Affairs/Services collaborated to develop a Strategic Enrollment Management Plan (SEMP). A SEMP Committee was created during the fall 2017 semester that ultimately resulted in four core components and sub-committees: Recruitment, Onboarding (first-year students), Retention, and Completion. The efforts of the subcommittees seek to achieve MAP 1, 2, 4, and 5. The vast majority of projects within MAP 3 have been achieved.

The 2018-2023 SEMP serves as an avenue to focus our efforts, build upon the 2014-18 MAP collaborative achievements, and improve the recruitment and retention efforts to another level in a rapidly changing higher education environment. SEMP will be woven into the 2019-23 MAP along with Presidential Outreach efforts.

The Next Horizon Campaign and 2012-2022 Campus Facilities Plan support the 2019-2023 MAP. The 2022-2032 Campus Facilities Plan will initiate planning in early 2020. To align with Vision 2011, the Chadron State Foundation began its first ever multi-year, multi-million-dollar campaign. The Vision 2011 campaign established a goal of raising $11 million for building projects, program support and scholarships. By 2011 the campaign surpassed $17 million in support to CSC.

The Next Horizon Campaign began in 2015 with a $35-$40 million goal. Major initiatives include supporting the Sports Complex and Math Science capital projects and growing the endowment by $10-$15 million. The Sports Complex funding goals have been completed and Math Science capital is nearing the finish line. As of 2018 assets of the Foundation exceeded $25 million. Program support and scholarships are the primary focus for the next 5-7 years.