Deep Dive Engagement Plan (2018 to present) | Albright College

Deep Dive Engagement Plan (2018 to present)

Albright’s Values, Vision and Mission
Our Institutional Priorities
What is the Deep Dive Engagement Plan?
Steering Team Membership
Phases of the Process

Our Values

Values describe our community and guide our work. The symbols on the Albright College Seal represent Albright’s core values, which define the very essence of who Albright is as an institution.  Throughout our work and in our planning for the future we will remain grounded in, and committed to, these values.

The seal shows an open book, an oil lamp, stacked books, a wreath of laurels, and a Latin phrase.  What do these symbols represent?

 

Our Vision

  • A vision statement is a brief statement that describes what we aspire to do.  Albright’s vision statement describes what we seek to accomplish.

 

Our Mission

  • A mission statement describes why we do what we do.  Albright’s mission statement summarizes the purpose of our work.

 

Albright’s Institutional Priorities

A priority is a statement of something that is regarded or treated as more important. Institutional priorities are those matters that we, as an institution, regard as being more important than other matters. Albright College uses these priorities as guidelines to inform decisions on what is most important, on what to focus, and on what not to focus.

Our five institutional priorities are:

  • Developing and supporting a thriving, supportive, equitable and empowered community.
  • Establishing a common language and narrative to effectively communicate Albright’s identity and distinctiveness to the world.
  • Supporting student success by evolving and developing our curricular and co-curricular programs focusing on those that define our distinctive strengths.
  • Implementing a solid financial model focused on sustainability and stewardship.
  • Building a robust digital technology infrastructure that promotes effective workflow, data-driven decision-making and the success of our students.

Definition

The Deep Dive Engagement Plan is Albright College’s strategic planning process. Deep Dive is not a typical strategic planning process. Many strategic planning processes are deliberate planning processes—a process by which a group of people get together and create a deliberate strategic plan, which they fully expect will guide subsequent behavior (The Fall and Rise of Strategic Planning. Mintzberg, Harvard Business Review, Jan-Feb, 1994). Such a plan is usually published and sometimes it is accomplished, in whole or in part, and sometimes it is not. This is the type of strategic planning with which everyone is familiar.

A comparison of realized strategy—the actual outcomes of a strategic plan—allows us to distinguish plans that are actually realized as intended from those that are emergent, processes in which patterns or outcomes emerge, without being fully intended in the beginning (Of strategies, deliberate and emergent. Mintzberg and Waters, Strategic Management Journal, Jul/Sep, 1985). In an emergent strategy, a pattern of behaviors or actions produces outcomes that might not have been intended from the start. Emergent planning processes allow for the innovative and out-of-the-box ideas—ideas that may not have been knowable or thinkable at the start–to come forward and be subject to analysis and, perhaps, implementation (Crafting Strategy. Mintzberg, Harvard Business Review, 1987).

Albright’s Deep Dive Engagement Plan is an emergent strategic planning process. The broad outlines of the plan are clear. These are defined by our values, our institutional priorities for this moment in time, and our decision-making process (what moves forward to the next stage and what does not) is clearly articulated. In this way, the details of what we will accomplish will be allowed to emerge over time—and the Albright community will develop the habits if planning and action that allow creativity and innovation to blossom.

 

Deep Dive Expected Outcomes

Using the Deep Dive Engagement Planning Process, we expect to obtain the following outcomes:

  • To identify the most impactful priorities that Albright College should pursue that will have the most positive and significant impact on Albright’s mission, its financial sustainability, and its future.
  • To move forward quickly on priorities outlined by Deep Dive Teams, by engaging innovative, interdisciplinary, and collaborative thinking and data-driven recommendation-making.
  • To quickly develop and implement data-driven recommendations for moving quickly and boldly into the future.
  • To enable and encourage leadership, collaboration, and innovation among and between the team members and working group members

 

Deep Dive Iterative Process, Teams, and Timing

The Deep Dive Process will be led by the Deep Dive Steering Team, an interdisciplinary team that has been engaged with the process from either Phase 1 or 2. The Deep Dive Steering Team includes the members of the President’s Cabinet, members of the Faculty Budget Committee, the Leaders of the Phase 2 Working Groups, and other members whose broad experience provides the interdisciplinary expertise to oversee the Deep Dive Process.

The Deep Dive Process will be divided into planning iterations or phases. Each phase will last three to four months. At each phase, Deep Dive Teams will focus on a specific charge, one that can be completed in 3-4 months.

The Phase 2 Working Groups will continue to be constituted during the entire Deep Dive Process. These working groups will provide a framework within which each Deep Dive Team will work. Each Working Group will meet twice in each phase (approximately six meetings per year):

  • Once early in the phase to ensure that the teams in their area have their charges and are proceeding in their work.
  • Once at the end of each phase to learn the outcome of each team, and decide on the next step to be taken (if any).

In each phase, each team will fall under one of the Phase 2 Working Group “umbrellas.” This construct will provide a framework within which we can follow the progress of the plan. The Phase 2 Working Groups are as follows:

  • Sustainable Financial Model Working Group
  • Tuition and Financial Aid Strategy Working Group
  • Supporting Student Success Working Group
  • Perception and Marketing Working Group
  • Effectiveness, Efficiency & Reallocation Working Group

Each team will be of one of three four types:

  • Discovery – Team charge is to research and discover the answers to questions (the budget parameter team was a discovery team)
  • Research/Recommendation – Team charge is to research and make an Albright-specific recommendation; research should involve Albright data, national data, trends, successful and unsuccessful models that have been accomplished or tried; financial impact (both short and medium-term; the initial tuition analysis group was a research/recommendation team)
  • Implementation Design – Team charge is to design the implementation of a recommendation made by a Research/Recommendation Team; implementation design involves creating a project plan, an implementation budget and a communication/engagement plan, and recommending a team to accomplish implementation
  • Implementation – Team charge is to actually implement the project and communication plan

Deep Dive Iterative Decision-making Guidelines

At each planning iteration, decisions to move immediately to next stage or hold to future are made within these constraints

  • Mission- and values focus: educating students of academic promise to succeed in life and careers – student success is forefront
  • Building to our historical strengths and to what makes Albright distinctive in higher education
  • Data-driven decision making (not anecdotes, “I want…,” “I think…,” “I feel…”)
  • Focus on financial sustainability bottom line, including ALL expenses (direct and indirect) and immediate vs medium term impact
  • Five institutional priorities

Overall Charge: The Deep Dive Steering Team will be responsible for overseeing the entire process, ensuring that working groups collaborate, that communication occurs among working groups and rest of community, and that working group goals are met. Steering team members will bring questions and concerns to the Steering Team or to the President, as appropriate. At the end of the semester, the Steering Team will review all items received and consider next steps.

Complete membership: Pam Artz, Kevin Ezzell, Rick Ferry, Amanda Hanincik, Jack Lafayette, Rick Melcher, Amanda Stahl, Joe Thomas, Patty Turning, Steve Mech, Rich Schott, Janice Rodriguez, Kim Hubric, Facilities Director (TBH), Carla Abodalo, Farhad Saboori, Sam Wesner, Jen Stoudt, Rashmi Radhakrishnan, Greg Fulmer, Mary McGee, Paul Cramer, Christy Agnese, Kathy Cafoncelli

Leaders: Jacquelyn Fetrow, President of the College, and Karen Campbell, Chair of the Faculty

(Note: Steering Team membership includes all members of the Cabinet, all members of the Faculty Budget Committee, and the co-chairs of the Phase 2 Working Groups, among others.)

Phase 1 Charge: Deep Dive Steering Team convened. The Team evaluated the history, depth, inter-divisional budget and finance questions. Inter-divisional and data questions were asked and answered, questions that had never been asked before. The Team established priorities for next steps of work.

Outcomes: Deep Dive Steering Team evaluated the history, depth, inter-divisional budget and finance questions. Identified the key questions that still needed to be answered and established priorities for next steps of work. These priorities became the five Phase 2 Working Groups.

Overall Phase 2 Goal: Create working groups to focus on the five priorities identified during Phase 1, each group with its own charge. Charges developed based on the work from Phase 1. Working group membership and charges are outlined below.

Phase 2 Outcomes: Each Phase 2 Working Group developed a list of projects, prioritized according to need and immediacy of the work. Each of these priorities has been developed into either a Phase 3 or Phase 4 Team.


Sustainable Financial Model Working Group

Phase 2 Charge: This working group is responsible to review Albright’s current financial model, to evaluate and understand goals and tradeoffs for getting to sustainability, and looking for mission-focused revenue opportunities and considering what the “right size” of our school might be. This working group will make recommendation on strategies and tactics to develop Albright’s sustainable financial model and will work closely with the Tuition and Pricing Strategy Working group.

Membership: Rick Ferry, Farhad Saboori, Rick Melcher, Karen Campbell, Jason Hoerr, Amanda Higginbotham, Kathleen Sutton, Chris Hanlon, Joanne Weaver, Greg Fulmer

Leaders: Kevin Ezzell and Amanda Stahl

Outcomes: Deep Dive Steering Team evaluated the history, depth, inter-divisional budget and finance questions. Identified the key questions that still needed to be answered and established priorities for next steps of work.


Tuition and Pricing Strategy Working Group

Phase 2 Charge: This working group is charged with evaluating Albright’s current tuition, fees, room and board and pricing strategy, analyzing which students are paying how much, who is being retained. The working group will evaluate tuition strategies in out-years, comparing to our price peers, to others in higher education, and to inflation. The working group will make recommendations on tuition and pricing strategies. This working group will work closely with the Sustainable Financial Model Working group.

Membership: Jack Lafayette, Sam Wesner, Tracy Gray-Hayes, Michael Armato, Greg Fulmer, Paul Cramer

Leaders: Rich Melcher and Chris Hanlon


Supporting Student Success Working Group

Phase 2 Charge: This working group will focus on understanding our student demographic, learning and understanding best practices for supporting their success, and recommending priorities for immediate, short-term, and medium-term implementation. The group is charged to look at retention across student demographic, across class years, and between spring-to-fall and fall-to-spring semesters and to make recommendations regarding supporting student success across each and all years. This working group will make recommendations for Student Success metrics that will be monitored and managed at Albright College (based on best practices, current data, and Albright’s goals).

Membership: Joe Thomas, Rashmi Radhakrishnan, Pam Artz, Rachel Liberatore, Maria Vonau, Rebecca Lemmel, Tiffany Clayton, Sandy Stump, Kim Justeson, Lawrence Morris, Doreen Burdalski, Mary McGee, Sam Wesner, Paul Cramer

Leaders: Amanda Hanincik and Rich Schott


Perception and Marketing Working Group

Phase 2 Charge: This working group will review approaches to marketing (paper, electronic, website, social media and other) and attempt to gather current and historical data on effectiveness of such efforts. The group will compare how Albright describes its distinctive qualities with how other schools describe theirs and make recommendations for how we might most quickly move the perception and marketing of Albright forward. This working group will make recommendations on how Albright will best market its academic programs, its academic vibrancy, and its distinctive position in higher education.

Membership: Jack Lafayette, Kevin Ezzell, Lois Kubinak, Laura Heckart, Paul Janssen, Tina Phillips, Janice Luck, David Tanner, Lindsay Phillips, Jeff Lentz, Adam Owenz, Jen Williamson, Christy Agnese, Paul Cramer

Leaders: Jen Stoudt and Janice Rodriguez


Process Efficiency, Effectiveness, and Reallocation Working Group

Phase 2 Charge: This working group will focus on processes and make recommendations where processes or tools might greatly improve efficiency, ease stress, and apply resources more effectively. This group will evaluate and make recommendations for those places where we might develop process efficiency and effectiveness and/or reallocate resources to better align such resources to our priorities. This working group will intentionally consider what we should stop doing.

Membership: Amanda Stahl, Alison Burke, Kathy Cafoncelli, Maria Querry, Yuriko Beaman, Mike Gross, Tim Rissel, Jessica Morris, Michael Capogna, Dave Ballaban, Wendy Bartkus, Kennon Rice, Mary McGee, Greg Fulmer, Sam Wesner

Leaders: Kim Hubric and Steve Mech

Working Group Phase 3 Global Charge: Each Working Group will have one or more “child teams.” Each “child team” will report to its “parent working group.” The Working Group is responsible for broadly overseeing and supporting the work of its Teams. The Working Group should review the work to identify unstated assumptions and to help the Team identify resources and data to support their work. Each Working Group will resolve problems that come from each Team. If the Working Group cannot resolve problems or answer questions, those can be brought to the Steering Team for discussion and solution.


Sustainable Financial Model Working Group

Sustainable Financial Model Research Team

Model of Fixed and Variable Cost Structure, Optimal Student Population and Faculty/Staff

Phase 3 Charge: To develop the optimal and maximum traditional undergraduate size of Albright College. Analyze fixed versus variable costs to gain a better understanding of direct correlation of adding or reducing the student body. Ideally, the group would build a model that can demonstrate fixed and variable costs, and show how faculty and staff size correlates with size of the traditional undergraduate student body.

Membership: Christy Agnese, Kathy L. Cafoncelli ’99, Paul M. Cramer ’88, Sheila A. DaDamio, Kevin J. Ezzell ’03, Richard E. Ferry, Angela M. Fonte, Gregory L. Fulmer, Amanda Hanincik ’00, Christopher K. Hanlon, Amanda J. Higginbotham, Jason U. Hoerr, Sheila M. Hogue ’03, Jack LaFayette, Mary McGee, Rick W. Melcher ’85, Rashmi Radhakrishnan, Amanda Stahl, Jennifer P. Stoudt, Joseph M. Thomas, Lorraine M. Wentzel, Samantha Wesner

Leader: Jacque Fetrow

Phase 3 Outcomes: Structure of a sustainable financial model created. Next steps – to tighten the team significantly, and continue the research/recommendation work to come up with a sustainable financial model.

 

Sustainable Financial Model Research Team

Budget Parameters Analysis Team

Phase 3 Charge: To develop the optimal and maximum traditional undergraduate size of Albright College. Analyze fixed versus variable costs to gain a better understanding of direct correlation of adding or reducing the student body. Ideally, the group would build a model that can demonstrate fixed and variable costs, and show how faculty and staff size correlates with size of the traditional undergraduate student body.

Membership: Greg Fulmer, Mary McGee, Paul Cramer, Rashmi Radhakrishnan, Sam Wesner, Christy Agnese, Jen Stoudt, Kathy Cafoncelli

Phase 3 Outcomes: The work of this Team was described to the trustees, faculty, and staff in the “Looking Under Rocks” presentation. This work provides the frame for understanding the depth and scope of the issues with Albright’s budget model. It lays the groundwork for the sustainable financial modeling forward.


Tuition and Pricing Strategy Working Group

No Phase 3 Child Teams


Supporting Student Success Working Group

Student Success Research/Recommendation Team

Academic Advising Data and Information Structure

Phase 3 Charge: This Team will start with the recommendations found in the Title III proposal and develop a recommendation for better data, infrastructure and information support for academic advising central information point, e.g., chatbot, information portal, degree audit, mobile friendly.

Membership: TBD

Phase 3 Outcomes: Recommendation delivered to the President in late May 2018. Next step is an implementation-design team (a deep dive phase 4 team), followed by implementation.

 

Student Success Implementation Design Team

Integrated First Year Experience

Phase 3 Charge: Building a more integrated and stronger foundation for first year success—including both academic and student life aspects, developing skills to succeed in college and in career

Membership: TBD

Phase 3 Outcomes: TBD


Perception and Marketing Working Group

Perception and Marketing Research and Recommendation Team

Increasing Awareness of Albright Using Digital Marketing

Phase 3 Charge: During Phase 2, it became apparent that Albright has many great stories about faculty and staff and students, but that we do not communicate them, either to each other or to the wider world. This Research Group will focus on digital strategies to communicate our stories to the wider world. The Group will perform a review of how Albright currently makes the world aware of its stories through digital resources. The Research Group will also evaluate best practices—what are some of the best practices with demonstrated outcomes for improving awareness through digital strategies. The Group will make recommendations on what Albright might do to improve the world’s awareness of Albright’s academic vibrancy.

Membership: TBD

Phase 3 Outcomes: TBD


Process Efficiency, Effectiveness, and Reallocation Working Group

Process Efficiency, Effectiveness, and Reallocation Research and Recommendation Team

Calendar and Scheduling

Phase 3 Charge: This Team will research and recommend a one stop solution for room scheduling, setup, and catering, electronically and in one place. The Team will gather information from those who schedule events, as well as those who do room setup and catering. The proposed solution will link to the calendar on the College’s website automatically, and will include a process for review of duplicating events and review of appeals for denial of room usage. The Team might consider the review and recommendation from several years ago as a starting point.

Membership: TBD

Phase 3 Outcomes: TBD

Deep Dive Phase 4 Steering Team

Steering Team Research/Recommendation Phase 4 Team

A 21st Century Vision and Mission for Albright College

Vision and Mission Team Charge: This research/recommendation team is charged to write a vision and mission for today’s Albright College, one that represents the long-standing values represented in the College’s seal, our long-standing commitment to educating students of academic promise, our historical strengths in academic and co-curricular program, and what makes Albright distinctive among liberal arts colleges. This team will use an inclusive and iterative process, one that involves engaging the community in thinking about who we are and where we are going.

Vision and Mission Team Leaders: Christy Agnese and Melissa Wells

Vision and Mission Team Members: Mindy Cohen, Matt Fotis, Teresa Gilliams, Hillen Grason Jr., Dorothy Hoerr, Timothy Kiester, Maria Querry, and Kennon Rice.


Sustainable Financial Model Working Group

Sustainable Financial Model Research Team

Model of Fixed and Variable Cost Structure, Optimal Student Population and Faculty/Staff

Phase 4 Charge: This research/recommendation team is charged to continue development of the optimal and maximum traditional undergraduate size of Albright College. Analyze fixed versus variable costs to gain a better understanding of direct correlation of adding or reducing the student body. Ideally, the group would build a model that can demonstrate fixed and variable costs, and show how faculty and staff size correlates with size of the traditional undergraduate student body. This group’s goal will be to have something to share with the Board for the Board Retreat in July 2018.

Phase 4 Team Leaders: Jacque Fetrow and JoAnne Weaver

Phase 4 Team Members: Kathy Cafoncelli, Yenny Colon, Justin Couchman, Sheila DaDamio, Trudy Eguae-Obazee, Rick Ferry, Hillen Grason, Michael Hay, Scott Hettinger, Jason Hoerr, Sheila Hogue, Jack LaFayette, Amanda Stahl, and Lorraine Wentzel.

 

Sustainable Financial Model Research and Recommendation Team

Continuing Education Certificate and Non-degree Lifetime Learning Programs

Phase 4 Charge: To assess the historical program format and performance of SPS (and its predecessor programs).

Phase 4 Team Leaders: TBD

Phase 4 Team Members: TBD

 

Sustainable Financial Model Research and Recommendation Team

Certificate and Non-degree Lifetime Learning Programs

Phase 4 Charge: To review and recommend opportunities to offer some of our current courses or other short courses as places where alumni and other community members might be able to continue learning to learn for their entire lives.

Phase 4 Team Leaders: TBD

Phase 4 Team Members: TBD

 

Sustainable Financial Model Discovery Team

The Future of Albright’s Sustainable HVAC Systems

Phase 4 Charge: Sustainable HVAC is essential, both for a sustainable financial future and for the stewardship of our world. This discovery team will explore the sustainable and centrally controllable HVAC systems for Albright College. The team will begin by exploring geothermal and solar systems for the quad dorms (Crowell, Krause, Walton, and Smith) and for the library renovation, with the goal of making these buildings energy efficient and sustainable. (Note: there is an underground stream below Kelchner Field that can be accessed through manholes, and which carries Mt. Penn water at a constant temperature of 54 degrees. This might be a simple approach to geothermal systems on campus.)

Phase 4 Team Leaders: Jennifer Koch and Brian Jennings

Phase 4 Team Members: Albright’s Council on Sustainability and Stewardship subgroup: Stephen Benvenuto, Sheila DaDamio, David Erb, Lisa Hain, Michael Hipple, Tim Kiester, David Osgood, Barty Thompson, Kera Wierzbicki, and Joshua Williams.

 

Sustainable Financial Model Research and Recommendation Team

Faculty and Staff Salary and Peer Group Goals

Phase 4 Charge: Understanding our goals for market salaries for faculty and staff is essential for building a financial model. This team will evaluate the market salary and peer comparison groups for both faculty and staff. The team will recommend a peer group for staff and faculty salary comparisons and goals for achievement.

Phase 4 Team Leaders: TBD

Phase 4 Team Members: TBD

 

Sustainable Financial Model Research and Recommendation Team

Retirement Benefit, Evaluation of Match and Level of Match

Phase 4 Charge: Understanding our goal for the retirement match is essential for building a financial model. This team will evaluate the retirement match benefits (both the level of match, and the threshold at which a match is made) by Albright’s multiple peer group institutions. This group will also evaluate Albright’s own data—which employee groups participate in the retirement program and which do not? The team will recommend goals for level of match and threshold of match that align with Albright’s peers, and with our priorities on a thriving and equitable community.

Phase 4 Team Leaders: TBD

Phase 4 Team Members: TBD


Tuition and Pricing Strategy Working Group

Tuition and Pricing Strategy Implementation Design Team

Tuition Reset Model That Doesn’t Decrease Revenues

Phase 4 Charge: This implementation design team is charged to develop a financial model for tuition reset that does not decrease (and perhaps increases) revenue to Albright College. This model should identify and include parameters (such as tuition, discount rate, tuition increases in out years, etc.) that would need to be validated. A goal will be to have preliminary draft options to share at the July Board Retreat.

Phase 4 Team Leaders: Jacque Fetrow and Jack LaFayette

Phase 4 Team Members: Joe Eways, Chris Hanlon, Janice Luck, Roberto Mandanici, Lisa Wilder, and Carolyn Woodward.

 

Tuition and Pricing Strategy Implementation Design/Implementation Team

Student On-campus Employment, Student-run Coffee Shop Pilot Project

Phase 4 Charge: This implementation design/implementation team will develop the business and financial model for a student-run coffee shop in Rockland Hall. This team will engage students, faculty and staff to develop a professional model that develops students from entry-level jobs to management positions, holds students accountable to professional work behavior, and helps them develop the skills to be successful in regular employment and work positions.

Phase 4 Team Leaders: Amanda Higginbotham

Phase 4 Team Members: Andrew Dell, Trudy Eguae-Obazee, David Erb, Teresa Gilliams, Kristy Kline, Jack LaFayette, Roberto Mandanici, Bonnie Rohde, Sierra Snyder, David Tanner, and Joshua Williams.

 

Tuition and Pricing Strategy Research and Recommendation Team

Student On-campus Employment, Work Study, and On-campus Internships – MOVING TO PHASE 5

Phase 4 Charge: This research/recommendation team will do an in-depth study of student employment on campus, to understand how many of our students work for Albright and who work elsewhere, and how many hold multiple jobs. The data will be parsed by student demographic. The team will review work study and the federal requirements, and evaluate how Albright currently uses student workers and interns who are work study and non-work study. This team will also review best practices for student employment at other campuses, including schools like Warren Wilson and Berea, where student employment is part of their education. The goal of this group is to collect the data and, in partnership with the Coffee Shop pilot team, propose the enhancement, modification, or renewal of Albright’s student employment, so that we are more intentional about such training and so that students might have access to effective and meaningful work opportunities that will both support their education and provide skills for their future careers

 

Tuition and Pricing Strategy Research and Recommendation Team

Admissions and Financial Aid Strategy

Phase 4 Charge: This research/recommendation team is charged to evaluate and develop Albright’s admission and financial aid strategy. Historical data from Albright and from other schools will be analyzed and evaluated. Beyond this research/recommendation phase, this team will be aiming to develop a predictive model that will enable better prediction of enrollments, discounts, and financial aid. A goal will be to have preliminary draft options to share at the July Board Retreat.

Phase 4 Team Leaders: Jenn Williamson and Jack LaFayette

Phase 4 Team Members: Karen Campbell, Hillen Grason, Collette Joyal, and Jack LaFayette.


Supporting Student Success Working Group

Student Success Research and Recommendation Team

Academic Advising Support and Training

Phase 4 Charge: This team will research and review best practices for academic advising for students of Albright’s demographic. What has been shown to work well? What has been shown to work less well? The team will recommend enhancement of Albright’s advising structure and practices, so that students, faculty and staff are better trained and supported. Example questions include, but are not limited to: How can we restructure our academic advising for maximum effectiveness? How can we provide better and ongoing training and support to faculty who are advisers? What student information should be provided to advisers and when should it be provided (consider, for example, a summer first-year student questionnaire)? Recommendations might include special adviser training for the Alpha Program, for first generation students, and for others who may be at-risk or have special requirements.

Phase 4 Team Leaders: Julia Matthews

Phase 4 Team Members: Karen Campbell, Brenda Ingram-Wallace, Laura Kline, Rebecca Lemmel, Janice Luck, Karen Rieker, and Rich Schott.

 

Student Success Implementation Design and Implementation Team

Degree Audit and Degree Planning Software and Training

Phase 4 Charge: This implementation design and implementation team and will design the process for implementation and training for the Degree Audit and Degree Planning software. Training will be designed and accomplished for faculty, for appropriate staff members, and for students.

Phase 4 Team Leaders: TBD

Phase 4 Team Members: TBD

 

Student Success Implementation Design Team

Integrated First-Year Experience

Phase 4 Charge: The Integrated First-Year Experience Team will design and plan the implementation of a more integrated first-year experience, an experience that identifies the academic skills we want the students to learn, the state-of-the-art program for developing those skills, and the staffing and financial resources necessary for such a program.

Phase 4 Team Leaders: Rob Seesengood

Phase 4 Team Members: Karen Campbell, Tiffany Clayton, Amanda Higginbotham, Laura Kline, A.J. Merlino, Chancey Page, and Joe Thomas.

 

Student Success Research and Recommendation Team

Traditional Residential College Academic Planning Model

Phase 4 Charge: The Academic Planning Model Team will build on the initial modeling work accomplished during summer 2017 to develop a model that integrates faculty size, faculty workload, and curriculum requirements, to produce a recommended model for faculty size, rank, and workload. The ideal model would allow scaling with traditional student population

Phase 4 Team Leaders: Karen Campbell

Phase 4 Team Members: Pam Artz, Lesley Goodman, Ben Heins, Adam John, James Malone III, Julia Matthews, Lauren Rampolla, and Barty Thompson.

 

Student Success Implementation Design Team

Academic Program Pathways to Success

Phase 4 Charge: Academic departments and programs will volunteer to design pathways to success—ways to capture the needed requirements and prerequisites for common majors and co-majors, and potential integration with the general education curriculum. In the ideal outcome, such program pathways would enable this generation of students who like to combine different majors and co-majors to integrate planning between general education and their majors, which match the complexity of the 21st century world the students are entering, and visualize from the beginning the path to graduation. Such pathways would ultimately be advertised on departmental websites, utilized by advisers during the advising process, and understood by admissions counselors as ways for students to succeed at Albright.

Phase 4 participating departments and departmental team leaders: TBD

 

Student Success Implementation Design Team

Three Year Pathways to Degrees

Phase 4 Charge: Academic departments and programs will volunteer to design a three-year pathway for their major(s). Such a pathway would propose the courses (summer, academic year, and interim) that would be needed to support this shorter time to the baccalaureate degree using Albright’s current academic structure and calendar. Pathways would allow students to map a path from the beginning to end of their college career, and include all requirements in the map (general education, major, etc.).

Phase 4 participating departments and departmental team leaders: TBD

 

Student Success Implementation Design Team

Academic Program Pathways to Success

Phase 4 Charge: Academic departments and programs will volunteer to design pathways to success—ways to capture the needed requirements and prerequisites for common majors and co-majors, and potential integration with the general education curriculum. In the ideal outcome, such program pathways would enable this generation of students who like to combine different majors and co-majors to integrate planning between general education and their majors, which match the complexity of the 21st century world the students are entering, and visualize from the beginning the path to graduation. Such pathways would ultimately be advertised on departmental websites, utilized by advisers during the advising process, and understood by admissions counselors as ways for students to succeed at Albright.

Phase 4 participating departments and departmental team leaders: TBD

 

Student Success Implementation Design/Implementation Team

E-sports as a Co-ed Varsity Team

Phase 4 Charge: The E-sports Implementation Team will design and plan the implementation and, ultimately, implement E-sports as a co-ed varsity team at Albright College. Implementation design will include the planning and renovation of space, planning (with a budget) and purchasing of equipment, and marketing both outside and inside the Albright community. This team will engage both athletics and academic programs who might benefit from the room, equipment, and/or team.

Phase 4 Team Leaders: Janice Luck

Phase 4 Team Members: TBD


Perception and Marketing Working Group

Perception and Marketing Research and Recommendation Team

Web Content Integration; Student Organizations & Academic Achievements

Phase 4 Charge: This group will comprise two sub-groups: ALink and MeritPages. These groups will research current contracts with existing vendors, determine what needs are outside of web integration, make recommendations on how the work being outsourced can be brought in-house (or if it’s best to remain outsourced), and propose ideas about how and where to integrate content specific to student organizations and academic achievements.

Phase 4 Team Leaders: Gina French, Dave Markowski

Phase 4 Team Members: Tiffany Clayton, Amanda Matto, Derek Picone, Heather MacQuarrie, Carrie Manzalillo, Karen Shuker, Benjamin Heinz

 

Perception and Marketing Research and Recommendation Team

Web Content Integration; Outcomes

Phase 4 Charge: This group will work to explicitly define what types of outcomes should be shared on the Albright website by researching how other colleges showcase outcomes and based on current Albright data. The group will provide a recommendation of what data points should be included in a webpage devoted to Albright outcomes.

Phase 4 Team Leader: Maria Querry

Phase 4 Team Members: Jennifer Williamson, Karen Evans, Dave Markowski, Tracy Gray Hayes, Scott Hettinger, Alexis Jenofsky, Andy Baumbach.

 

Perception and Marketing Implementation Design Team

Web Content Integration; Academic/Faculty Content Marketing

Phase 4 Charge: We have many faculty experts who we should be tapping into for help in producing 1-2 minute video or audio spots and/or white papers for the web and social media. This team will design an implementation plan, with a budget, for the creation of such academically focused content marketing.

Phase 4 Team Leader: Janice Rodriguez, Jack Lafayette, TBD

Phase 4 Team Members: Heidi Eckman, Gwen Seidman, John Pankratz, Matt Fotis, Lennie Amores

 

Perception and Marketing Implementation Team

Web Content Integration; Faculty Webpages

Phase 4 Charge: When prospective students visit a college website, their intention is to find answers to a few very specific questions. At the top of that list of questions is, “Do you have the academic program I am looking for, or one I might be interested in, and who will be teaching my classes?” We know we have excellent faculty, but we need to ensure that prospective students know that we do, too. Academic Affairs and Communications have worked together to create a faculty page template. Through peer leadership, this phase 4 team will work to engage fellow faculty members in updating, and in many cases, creating, a faculty webpage for each faculty member that will engage prospective students.

Phase 4 Team Leaders: Janice Rodriguez

Phase 4 Team Members: Leslie Goodman, Andrew Pochan, Nicholas Piro, Suzanne Palmer, Keith Feigenson, Marian Wolbers, Heidi Eckman (resource person).


Process Efficiency, Effectiveness, and Reallocation Working Group

Process Efficiency, Effectiveness, and Reallocation Research and Recommendation Team

Calendar and Scheduling

Phase 4 Charge: This team will research and recommend a one stop solution for room scheduling, setup, and catering, electronically and in one place. The team will gather information from those who schedule events, as well as those who do room setup and catering. The proposed solution will link to the calendar on the College’s website automatically, and will include a process for review of duplicating events and review of appeals for denial of room usage. The team might consider the review and recommendation from several years ago as a starting point.

Phase 4 Team Leaders: David Tanner

Phase 4 Team Members: TBD

 

Process Efficiency, Effectiveness, and Reallocation Research and Recommendation Team

Albright Professional Development Program

Phase 4 Charge: This team will research and recommend a professional development program for Albright staff and faculty. This program will be an evolution of the former Albright Service Excellence program. This program will be a phased program, in which employees can build professional development skills and certifications, and will learn best practices in the Albright community.

Phase 4 Team Leaders: Alison Buerke and Sam Wesner

Phase 4 Team Members: TBD

 

Process Efficiency, Effectiveness, and Reallocation Discovery Team

Pooled Administrative Support – MOVING TO PHASE 5

Phase 4 Charge: This team will identify all administrative support on the Albright campus, will provide a summary of positions together with the responsibilities and workload of each, and will research and recommend ways that administrative support might be pooled, so that talents of all community members are used to the fullest and so community members have the best administrative support possible.

 

Process Efficiency, Effectiveness, and Reallocation Discovery Team

Room and Space Usage

Phase 4 Charge: This team will start with any and all space utilization inventories that are currently available, and will review what spaces on campus are not being used, but continue to be heated/cooled/cleaned, etc. (i.e.: Camp, 3rd floor Selwyn, Teel, etc.). The team will create an inventory of space, how it is equipped, how often it is used and for what purpose. The team will recommend how this information can be updated and disseminated. The team will also explore how we might make better use of our academic spaces, to reduce workload on our facilities setup team and to have spaces that are focused on the needs of our community.

Phase 4 Team Leaders: TBD

Phase 4 Team Members: TBD

 

Process Efficiency, Effectiveness, and Reallocation Discovery Team

Shared and Centralized Purchasing – MOVING TO PHASE 5

Phase 4 Charge: This team will research how purchasing is done at Albright, and improvements that might be made to save money. Explorations of options will include, but are not limited to, the Lehigh Valley Academic College purchasing consortium, a centralized purchasing agent, and processes for approval of purchasing. Recommendations will focus both on cost savings and efficiency and ease of purchasing.