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CULTIVATING CURIOSITY. UNLEASHING POTENTIAL. the Strategic Plan for New College of Florida (2018-2028)

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CULTIVATING CURIOSITY. UNLEASHING POTENTIAL. the Strategic Plan for New College of Florida (2018-2028) CULTIVATING CURIOSITY. UNLEASHING POTENTIAL. The Strategic Plan for New College of Florida (2018-2028) CULTIVATING CURIOSITY. UNLEASHING POTENTIAL. The Plan for New College of Florida 2018-28 Why​ do we exist? New College of Florida prepares intellectually curious students for lives of great achievement. Where​ are we headed? New College will be recognized among the top 20 liberal arts colleges in the nation, public or private. What​ will we achieve? 1200 students by 2023-24 80% four-year graduation rate by 2027-28 How​ will we do it? 1. Recruit more students who will thrive at New College a. Tell the New College story b. Target intellectually curious, high-ability students c. Enroll students who reflect Florida’s racial and economic diversity 2. Keep them here four years a. Make campus a place where students want to be b. Immerse students in curricula that inspires c. Work with each student to knit together a superlative education 3. Make their degree more valuable a. Build pathways for academic and career success b. Make Sarasota an educational destination c. Intensify links with alumni and communities Which​ work will we not do? We will not promote silos. We will not duplicate when we can collaborate. 1 Cultivating Curiosity. Unleashing Potential. About the Plan In 2016, the BOG and the state of Florida invested in New College, pledging to support a multi-year plan to increase the number of students to 1200 and the faculty ​proportionately to ensure the maintenance of our student to faculty ratio. The ​ ultimate goal of the New College growth plan is to raise our four-year graduation rate to over 80%. With the first fifteen months of the growth plan behind us, and the 60th anniversary of the College’s founding approaching in 2020, the time is particularly appropriate to review our progress and to place the College’s future plans and aspirations in a larger context. Hence, this strategic plan: ​Cultivating Curiosity. Unleashing Potential. ​ Since graduating its first class in 1967, New College has provided students an exceptional education. Over eighty percent of New College graduates pursue further studies. New College graduates receive doctoral degrees, such as PhDs, MDs, and JDs, at the highest rate of any public university in the US. Over 12% of New College graduates earn PhDs in mathematics and sciences, a staggering rate exceeded by only eight universities, all private. So high is the percentage, that tiny New College produces a significant proportion of Florida’s scientists. This overproduction is mirrored in other areas as well. Over the last two decades, with less than one third of one percent of students in the State University System, New College has produced one fourth of Florida’s Fulbright winners. New College has a four-year graduation rate of 54%, above the 2025 SUS Strategic Plan goal, but considerably lower than the public institutions ahead of us in the U.S. News & World Report ranking of national liberal arts colleges (West Point at 78%, Air Force Academy at 83%, Naval Academy at 89%), let alone the top privates. With the implementation of the growth plan, and during the lifetime of this plan, we will achieve that 80% goal. Our aspirations are higher yet: eventually we want that rate to exceed 90%, which will put us on par with the top twenty national liberal arts colleges, public or private. This plan outlines in some detail the steps we will take over the next ten years to achieve our eventual goal, with particular emphasis on the first three years. Although, we have framed where we are going in terms of rankings, our ultimate rationale is not to win a rankings war, but to provide our students with a superlative education, while we supply Florida and the nation with more of the talented New College graduates needed to maintain competitive advantage in the global economy. The Strategic Plan derives from the College’s mission and incorporates input from the campus community and Board of Trustees. The senior administration and board set the Why and Where after surveying the community, and the community fleshed out the Whats and Hows. Trustee John Lilly, who chairs our BOT Strategic Planning Committee and is an expert strategic planner, shared the 5Q1P® approach with us, and we are grateful. About New College Florida Statute § 1004.32​: New College of Florida with a campus in Sarasota County serves a distinctive mission as the residential liberal arts honors college of the State of Florida. To maintain this mission, New College of Florida has the following goals: (a) To provide a quality education to students of high ability who, because of their ability, deserve a program of study that is both demanding and stimulating. (b) To engage in educational reform by combining educational innovation with educational excellence. (c) To provide programs of study that allow students to design their educational experience as much as possible in accordance with their individual interests, values, and abilities. (d) To challenge students not only to master existing bodies of knowledge but also to extend the frontiers of knowledge through original research. Mission​: New College offers a liberal arts education of the highest quality in the context of a small, residential public honors college with a distinctive academic program which develops the student's intellectual and personal potential as fully as possible; encourages the discovery of new knowledge and values while providing opportunities to acquire established knowledge and values; and fosters the individual’s effective relationship with society. (approved by the NCF Board of Trustees on 01/03/2014; Florida Board of Governors on 03/20/14) 2 Tactics and Lead Measures 1. Recruit more students who will thrive at New College Tactics Lead Measures a. Tell the New College story i. Build and market the NCF brand - High school counselor ratings of NCF - Develop consistent messaging and graphic identity system - % enrolled with NCF as first-choice school - Promote NCF brand promise to target audiences ii. Enhance visibility and name recognition - Private gift revenue per student - Increase visibility through advertising initiatives and increased service, event, - # of inquiries and organization participation - Admissions yield - Add externally facing campus signage to enhance the visibility of the physical - Website traffic campus (pedestrian bridge/entrance/border with Ringling) iii. Enhance academic reputation - Academic peer ratings of NCF (reported through - Promote curriculum and programs of distinction U.S. News & World Report rankings) - Highlight faculty accomplishments - Highlight student and alumni accomplishments iv. Communicate the New College experience to prospective students - Tuition discount rate - Improve ncf.edu functionality, effectiveness; focus on prospects’ needs - Web metrics - sources, bounce rate, conversions - Develop a social media strategy to build brand & engage key audiences - Social media follows, replies - Sustain a robust communication with students and families through admissions - # of applications funnel to reinforce the value of a New College education - Admissions yield - Clarify the NCF experience b. Target intellectually curious, high-ability students i. Identify characteristics of students most likely to succeed at NCF - # of recommendations implemented - Implement findings from research on NCF students, applicants, and graduates - Model predictive accuracy (retention, graduation) - Employ predictive models to inform admissions decisions ii. Target high-ability FTIC prospects - Acceptance rate - Target honors societies and high schools with AP (Advanced Placement), AICE - Average ACT/SAT scores; HSGPA; admit scores (Advanced International Certificate of Education), and IB (International - % incoming class from IB, AICE, honors schools Baccalaureate) courses and programs - 1st years: avg. incoming credits (AP, dual enroll) - Connect top 10% high school students with state’s honors college - CIRP survey results: academic preparation - Target financial aid to high-ability prospects - Increase faculty involvement in recruitment efforts iii. Target high-ability transfer students - # of transfer inquiries, applications - Enhance relationship with SCF (State College of Florida) to encourage transfers - Transfer student yield rate - Pursue other schools in college system for partnership opportunities - Average transfer student GPA - Develop additional pathways from State College of Florida into NCF programs - # of pathways into NCF AOCs developed - Investigate alternative advising models for transfer students c. Enroll students who reflect Florida’s racial and economic diversity i. Increase student diversity - % of incoming class: protected race/ethnic class - Highlight events/activities/orgs attractive to underrepresented students - % of incoming class: outside Florida - Increase recruiting in areas with higher underrepresented populations - % of degrees awarded to (diversity categories) - Focus alum book award program on awards to underrepresented students - Graduation rate differential (majority vs. non-) - Increase recruiting presence in targeted areas outside Florida (US/International) - NSSE: interactions with diverse populations - Engage alumni from under-represented populations to support efforts - Diversity of applicant pools; employees ii. Increase access - # of FTIC students enrolled each year - Outreach campaign targeting financial aid info to Pell eligible applicants - # of transfer students enrolled each year - Increase
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