Regents Continue to Outline Distinct Missions, Strategic Plan, Success Metrics for the System
The Board of Regents for Higher Education today continued to move forward in concretely outlining the distinct missions, vision and goals for ConnSCU, and the metrics by which success will be measured.
PresentationStrategic Plan: Missions, Metrics, Timeline
by Dr. Rene Lerer, Board of Regents
View Presentation (pdf)
The Strategic Plan metrics and mission statements reflect input received from the Faculty Advisory Committee (FAC); Student Advisory Committee (SAC); Council of Presidents; faculty groups; campus leaders, faculty senate leaders; and union and business and industry leaders.
The initial elements of the strategic plan were adopted on Sept. 25, 2012, with discussions held this spring with the FAC, SAC, Council of Presidents and other stakeholders.
Modifications to the ConnSCU Mission StatementAs a result, the modification to the ConnSCU Mission Statement reads as follows: The Connecticut State Colleges & Universities (ConnSCU) contribute to the creation of knowledge and the economic growth of the state of Connecticut by providing affordable, innovative, and rigorous programs. Our learning environments transform students and facilitate an ever increasing number of individuals to achieve their personal and career goals.
Three Distinct Mission Statements for ConnSCU Constituent UnitsThe BOR also adopted the three distinct mission statements for Connecticut Community Colleges, Charter Oak State College and Connecticut State Universities that included feedback from the Council of Presidents, the FAC, the SAC, and other groups. They read as follows:
Connecticut Community Colleges Mission Statement
As part of the Connecticut State Colleges & Universities (ConnSCU) system, the twelve Connecticut Community Colleges share a mission to make excellent higher education and lifelong learning affordable and accessible. Through unique and comprehensive degree and certificate programs, non-credit life-long learning opportunities and job skills training programs, they advance student aspirations to earn career-oriented degrees and certificates and to pursue their further education. The Colleges nurture student learning and success to transform students and equip them to contribute to the economic, intellectual, civic, cultural and social well-being of their communities. In doing so, the Colleges support the state, its businesses and other enterprises and its citizens with a skilled, well-trained and educated workforce.
Charter Oak State College Mission Statement
As part of the Connecticut State Colleges & Universities (ConnSCU) system, Charter Oak State College, the state’s only public, online, degree-granting institution, provides affordable, diverse and alternative opportunities for adults to earn undergraduate and graduate degrees and certificates. The College’s mission is to validate learning acquired through traditional and non-traditional experiences, including its own courses. The college rigorously upholds standards of high quality and seeks to inspire adults with the self-enrichment potential of non-traditional higher education.
Connecticut State Universities Mission Statement
As part of the Connecticut State Colleges & Universities (ConnSCU) system, the four Connecticut State Universities offer exemplary and affordable undergraduate and graduate instruction leading to degrees in the liberal arts, sciences, fine arts, applied fields, and professional disciplines. They advance and extend knowledge, research, learning and culture while preparing students to enter the workforce and to contribute to the civic life of Connecticut’s communities. Through a variety of living and learning environments, the Universities ensure access and diversity to meet the needs of a broad range of students. They support an atmosphere of inter-campus learning, the exploration of technological and global influences and the application of knowledge to promote economic growth and social justice.
Metrics to Monitor Progress on Goals of the Strategic PlanMetrics were also adopted to monitor the progress on goals of the BOR Strategic Plan. The Metrics Group included representatives from business and industry, faculty, campus presidents and senior campus administration. The group met three times to review state accountability indicators, generate a list of metrics and prepare a final report with feedback from faculty and student leaders, campus presidents and senior administrators. The report was reviewed and approved by the BOR Strategic Planning Committee.
The five goals of the BOR Strategic Plan are: 1) A Successful First Year; 2) Student Success; 3) Affordability & Sustainability; 4) Innovation & Economic Growth; and 5) Equity. The goals will be measured as follows:
Goal 1: A Successful First Year:
Increase the number of students who successfully complete a first year of college measured by the one-year retention rate of full-time and part-time first-time degree or certificate-seeking students, and the number and percent of first-time students completing college-level English and math within one year.
Goal 2: Student Success:
Graduate more students with the knowledge and skills to achieve their life and career goals measured by undergraduate completions per 100 undergraduate degree-seeking full-time equivalent enrollment; graduate completions per 100 full-time equivalent (FTE) graduate enrollment; transfers from two-year institutions to four-year institutions per 100 FTE enrollment; graduation rate of full-time, first-time degree or certificate seeking students; average time (years) to degree for students entering full-time; and post-graduation outcomes (TBD by 12/31/2013)
Goal 3: Affordability and Sustainability:
Maximize access to higher education by making attendance affordable and our institutions financially sustainable measured by non-federal government appropriations per completion and per FTE; instructional expenditures as a percent of education and related expenses; total voluntary support per FTE enrollment; percent of tuition and required fees not covered by grant aid; out-of-pocket costs per student (TBD by 12/31/2013).
Goal 4: Innovation & Economic Growth:
Create educational environments that cultivate innovation and prepare students for successful careers in a fast changing world measured by the percent of seniors who worked on a research project with a faculty member outside of course or program requirements; total research expenditures per full-time faculty; completions in fields with high workforce demand (STEM, health and education); and campus-level annual reports on innovation.
Goal 5: Equity:
Eliminate achievement disparities among different ethnic/racial, economic, and gender groups. Disaggregate metrics when available by race/ethnicity, gender and socioeconomic status (Pell recipients).
For more information
For more information, please contact Leigh Appleby, Director of Communications at 860-723-0617, firstname.lastname@example.org