FERRUM COLLEGE OPENING CONFERENCE

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FERRUM COLLEGE OPENING CONFERENCE

• Monday, August 25, 2003

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FERRUM COLLEGE

• FOCUS ON
• SUCCESS SERVICE

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Part I. HISTORY OF FERRUM COLLEGE

• 1913 Founded as Elementary/Secondary
  BranchSchool for mountain children
•  
• 1926 Junior College level added
• 1960 Junior College accredited degrees
  granted AA, AS, AAS AFA
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• 1974 Bachelors degrees added, all in
  professional areas in five human services
  fields   Public Services (business
  government), Church/Career Services,
  Environmental Services, Community Services
  (education and social work), Leisure Services
  (Recreation).  
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•  

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Part II.MISSION/PURPOSE

• PURPOSE
• The purpose of Ferrum College is to provide an
  academic program of high quality in a Christian
  setting. It was for this purpose that Ferrum was
  founded in 1913....
• ....Consequently, it is a purpose of the College
  to seek out those serious students who the
  College believes will benefit the most during
  their two years at Ferrum.
• Ferrum College Catalog, 1964-66

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MISSION/PURPOSE (contd)

• PURPOSE
• Ferrum College is a co-educational and
  residential United Methodist institution of
  higher educationThe school offers the student an
  opportunity that leads to a liberal education and
  the structuring of skills in vocational and
  professional interests.
• Ferrum College Catalog, 1974-75

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MISSION/PURPOSE (contd)

• PURPOSE
• Since its founding by the Methodist Church in
  1913, Ferrum College has offered superior
  educational opportunities, based on Christian
  principles, for deserving students of all
  ages..offering both associate and bachelors
  degrees. Emphasis is placed on personalized
  teaching.The student is assured of innovative
  challenges in the liberal arts and of carefully
  selected curricula for career training.
• Ferrum College Catalog, 1986-87

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MISSION/PURPOSE (contd)

• STATEMENT OF MISSION AND OBJECTIVES
• Ferrum College is an undergraduate institution
  of higher education founded on Christian
  principles and related to the United Methodist
  Church. We are a community of learners..It is
  not surprising that when the College expanded
  its curriculum to the bachelors degree they did
  so initially with five programs committed to
  human services.
• Ferrum College Catalog, 1988-89
• More

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MISSION/PURPOSE (contd).

• STATEMENT OF MISSION AND OBJECTIVES,
• Ferrum is a liberal arts college with a
  difference the difference being the range of
  majors specifically directed towards serving the
  needs of today. In addition to traditional
  majors, Ferrum offers. child development,
  teacher education, outdoor recreation, recreation
  and leisure, agriculture, social work, public
  administration, international studies and
  environmental sciencethis curriculum reflects
  the colleges belief that it must equip students
  for the problems of our time.
• Catalog 1988-89

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MISSION/PURPOSE (contd)

• Ferrum College is comfortable in its mission to
  choose as students some who have not yet reached
  their potential...Because of its commitment to
  the individual and to the whole person, Ferrum
  College is unique in the ability to teach a code
  of values and a sense of self-worth.We intend
  to maintain the traditional mission of the
  college.
• Report for the Visitation Committee of the
  BHECM of the Virginia Conference of the UMW,
  November 8, 1989

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MISSION/PURPOSE (contd)

• MISSION STATEMENT
• Ferrum College is an undergraduate liberal arts
  institution founded on Christian principles and
  related to the United Methodist Church
• Ferrum College Catalog, 1994-2002

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Mission/Purpose Who are We Today? (contd)

• Barrons Classification - Comprehensive
• Carnegie Classification - Baccalaureate General 
• 76 of grads are in a professional major (2002)
• Majors with most students (on average)
• Criminal Justice Management
• Social Work Psychology
• Phys. Ed./Sports Med Environmental Science
• Information. Sys. Computer Science
• History Marketing

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Part III.

• VISION, CORE VALUES, CHARACTERISTICS, ASSUMPTIONS

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Vision Statement

• Ferrum College's unparalleled setting in
  Virginias Blue Ridge Mountains forms an
  inspiring backdrop for a unique and multifaceted
  educational experience that will focus on
  leading-edge learning opportunities, diverse
  outdoor, cultural, and service activities, and
  spiritual enrichment.
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• Board of Trustees Vision Committee 2002-03
• (with input from faculty and staff)

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Characteristics

•   Ferrum College will become nationally
  acclaimed for its adventurous approach to
  academic and co-curricular learning.
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•   The academic program will be known for its
  distinctive career-oriented programs, active
  learning and applied liberal arts.
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•   Student life will be known for its
  intentional development in academics, athletics,
  service, leadership and life skills.
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Characteristics (contd)

•   As a College affiliated with the United
  Methodist Church, the total college experience
  will reflect the ideals of spiritual development
  and value formation.
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•   Ferrum College graduates will be successful
  global citizens, prepared academically,
  physically and spiritually to assume roles of
  influence and leadership in their chosen
  endeavors.

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Core Values

•       Church Relatedness (Faith-Based)
•      Character Education
•     Career Preparedness
•      Critical Thinking
• Communication Skills
•    Global Citizenship

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Assumptions

•    Ferrum College will primarily remain a
  residential institution serving traditional
  college-age students (1,200).
•    Ferrum College will aggressively pursue
  offering educational opportunities for
  non- traditional students as well (300).
•    Ferrum College will express its community
  partnership through educational offerings and
  participation in civic activities, organizations
  and economic development.

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Assumptions (contd)

• Ferrum College will continue to serve students
  (traditionally attracted) with diverse academic
  life preparedness.
• Ferrum College will highlight the 10-15 majors
  that drive new student enrollment and are
  consistent with its history and mission (human
  service) and with career opportunities.
• Not Self But Others Learning at Ferrum
  College will include a service/experiential/ cro
  ss-cultural learning component.
• The College will be sensitive to environmental
  issues in its planning operations.

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Part IV. Key Performance Indicators (KPIs)

• 1. ENROLLMENT Recruitment Retention
• 2. STUDENT SUCCESS Academic Standing and
  Persistence to Graduation
• 3. FINANCIAL HEALTH Competitive Facilities
  Financial Composite Index
• Strategic Plan, 2003-07

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PART V.CAMPUS-WIDE GOALS

• GOAL 1. Provide a distinctive academic
  program and student experience.
• GOAL 2. Attract and maintain an appropriate
  student population.
• GOAL 3. Market excellence, with more
• effective positioning.
• GOAL 4. Develop, maintain and manage
  competitive facilities and services.
• GOAL 5. Strengthen Financial Assets.

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Part VI.

• Initiatives Strategies to Attain KPIs Goals

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KPI 1 Enrollment

• Initiative Unparalleled setting in Virginias
  Blue Ridge Mountains forms and inspiring backdrop
  for a uniquediverse outdoor, cultural and
  service experience.
•  Strategy
• Reinforce concept of Ferrum Outdoors
  Leadership, Life Skills, etc.
• Increased outdoor activities for all students
• Use this as a logo and a marketing tool
• Responsibility AD Fitness Intramurals/Res.
  Educ/HPER faculty and staff/VP St. Svcs.
  Plng/St. Act Ldershp/etc.

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Enrollment (contd)

• Initiative Nationally acclaimed for its
  adventurous approach to academic and
  co-curricular learning.
• Strategy Implement Cross Cultural/Service
  Learning/Experiential Learning (Study Abroad)
• (Consistent with recommendations from the
  January, 2003 Action Team, a mandatory
  cross-cultural experience, service learning or
  study-abroad)
• Responsibility Dean/Div. Chairs/Dir. of
  International Svcs./Service Learning Task
  Force/etc.

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Enrollment (contd)

• Initiative Multifaceted educational experience
  that will focus on leading-edge learning
  opportunities
• Strategy Distinctive Calendar (3-12/12-3)
• Focus on common experience/creativity and
  differentiation, intensive and experiential/cross
  cultural/service learning opportunities
• Responsibility Calendar Ctte/Dean/Div.
  Chairs/etc.

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What does SACS say?

• At least one calendar week of reflection and
  analysis should be provided to students for each
  semester hour, or equivalent quarter hours, of
  undergraduate credit awarded.

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Enrollment (contd)

• Initiatives Multifaceted educational experience
  that will focus on leading-edge learning
  opportunities
• Strategy Creative Pedagogy and multiple types
  of assessment for freshmen
•   (Incorporate teaching styles consistent with
  the learning styles of todays students,
  particularly freshmen)
• Responsibility Dean/Div. Chairs/Faculty/etc.

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What does SACS say?

• Instructional techniques and policies MUST be in
  accord with the purpose of the institution and be
  appropriate to the specific goals of an
  individual course.
• An institution MUST use a variety of means to
  evaluate student performance.

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ENROLLMENT (contd)

• Initiative
• Increase Enrollment beyond the Traditional
  Base
• Strategies
• Adult Education/Continuing Studies
  Program
• Increase Transfer Student Population
• Improve Position/Increase Awareness
• Enhance/Develop Institutes Centers

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Adult Education/Continuing Studies Program

• Strategy
• Hire Director of Continuing Education
• (September 2003)
• Conduct Market Analysis
• (August - October 2003)
• Begin Pilot Projects in January, 2004
• Funding for Start-up duPont Grant
• Responsibility Pres/Dean/Dir. Cont. Ed./etc.

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SCHEV

• State Council of Higher Education in Virginia
• SCHEV has suggested that all private institutions
  should work on expediting transfer student
  enrollment because of the anticipated overload
  for the public institutions in Virginia from
  2004-2010

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Increase Transfer Student Population

• Concerns of Transfers Students
• What credits will transfer from other
  institutions?
• Shortest Route to Degree Completion
• Affordability
• Convenient Location

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Increase Transfer Student Population (contd)

• Demographic and Geographic Opportunities
• Patrick Henry CC
• Virginia Western CC
• Dabney Lancaster CC
• Central VA CC
• Danville CC

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Increase Transfer Student Population (contd)

• Strategy Fast Track Acceptance. Create a fast
  track acceptance of transfer students who have
  the A.A. or A.S., with no additional gen. ed.
  requirements, by 2004.
• Responsibility Curriculum Committee/Dean/etc.

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Increase Transfer StudentPopulation (contd)
Typical Gen. Ed. Credits Among SACS
Institutions

• 6 credits 2 courses in humanities/fine arts
• 6 credits 2 courses in social/behavioral
  science
• 8 credits 2 courses in natural
  science/mathematics
• 6 credits 2 courses in English
• 3 credits 1 course in speech
• 6 credits 1 - 2 courses in mathematics
• 3 credits 1 course in computers
• 38 credits

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Increase Transfer Student Population (contd)

• Strategy General Education Review. Curriculum
  Committee to complete the general education
  review process streamline requirements to be
  more competitive and compatible with other
  institutions. Need to move to no more than 45
  Gen. Ed. Credits.
• Responsibility Curriculum Committee/
  Dean/Division Chairs/etc. (by 2004)

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What does SACS say about this?

• Undergraduate degree programs MUST contain a
  basic core of general education courses. A
  minimum of 15 semester hours for associate
  programs and a minimum of 30 semester hours for
  baccalaureate programs ARE REQUIRED for degree
  completion. The core MUST include at least one
  course from each of the following areas
  humanities/fine arts, social/behavioral sciences,
  and natural sciences/mathematics.
• The institution MUST demonstrate that its
  graduates of degree programs are competent in
  reading, writing, oral communication, fundamental
  mathematics skills and the basic use of computers

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What Other Institutions Require (gen. ed.
credits)

• CNU 45 Bridgewater 60
• EH 33 Lynchburg 51
• Ferrum 55 VA Tech 42
• JMU 44 WL 43
• Longwood 33 VA Wesleyan 39-42
• UVA 30-44 Shenandoah 36
• VCU 40-48 Averett 57
• The average number of gen. ed credits for
  southern private colleges is 45-48
• Many institutions moving to 30 36 credits.

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Enrollment

• Initiative Nationally acclaimed for its
  adventurous approach to academic and
  co-curricular learning.
• Strategy Develop Positioning Plan/Marketing
• Recruitment    Public Awareness
• Church Relations   Advancement
• Academics Athletics
• Other (Institutes, Centers, etc.)
• Responsibility Pres/Dean/VP Student Services
  Planning/VP Inst. Advancement/Chaplain/etc.  

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ENROLLMENT
Initiative Improve Marketplace Position and
Increase Awareness of Institutional
Characteristics.

• Strategies
• Positioning Plan Market Excellence
• Institutes Centers
• Responsibility President/Dean/Advancement/
  Student Services/etc.

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Strategy Enhance current Institutes and create
new Institutes or Centers to attract new
populations.
Improve Position Market Excellence

• EXAMPLES
• Regional Studies Program (NEH, Appalachian
  Cluster, etc.)  
• Criminal Justice
• Blue Ridge Arts Institute
• Blue Ridge Dinner Theatre Expansion
• Leadership Institute
• Responsibility Dean/Div. Chairs/Directors of
  Programs and Institutes/etc.

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• KPI 2 Student Success (Good
  Academic Standing
  Persistence to Graduation)

Initiative Continue to serve students
(traditionally attracted) with diverse academic
life preparedness. Strategy Campus Attitude
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Student Success (contd)

• Strategy Campus Attitude
• In order for Ferrum College to thrive as the
  institution we have worked so hard to create we
  must retain students at a significantly higher
  rate than we have in the past. To accomplish
  this, we must serve students better and promote
  their success in learning. Every employee must
  make a commitment to put the student first and
  foremost in everything we do.
•  -Student Achievement Team and Student Success
  Task Force, 2003

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Student Success (contd)

• Initiative Affirm the Campus Culture of Service
  to Students and Student Success
• Strategies
• (1) Student Success Center (develop
  2003-04)
•   (2) Student Portfolio (initiate 2003,
  develop 2003-04)
• (3) Increase Campus Pride and Customer
  Service, Provide
• Competitive Facilities Leadership
  Opportunities (initiate 2003,
  develop 2003-04)
• Responsibility ARC/FYE/Career Services/Student
  Services/Student Achievement Team/etc.

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Student Success (contd)

• Strategy Student Success Center
• Steps have been taken to consolidate and expand
  services of FYI, ARC Career Services.
• New position - Dean of Student Support Services
  Retention has been established.
• New system using an SAF (Student Alert Form) has
  been created for Fall 2003.
•  Responsibility Dirs. of FYE/ARC/ St. Support
  Svcs/ VP St. Svcs Plng/Athletics Ctte/Student
  Aff. Ctte/Stud. Achievement Team/etc.
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•  

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Student Success (contd)

• Strategy Develop Student Portfolio
• Pilot created for Freshmen in Fall 2003 need
  to assess and refine
• (Special focus on undecided majors)
• Responsibility Dirs. of FYE/ARC/Advisors/etc.

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Student Success (contd)

• Strategy Increase campus pride through
  customer service, competitive facilities,
  leadership opportunities.
• Responsibility Residence Education/
  Athletics/Technology Roundtable Ctte/Stud.
  Affairs Ctte/Student Success Center/etc.

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KPI 3 Financial Health(Improving Financial
Composite Index-Annual Audit)

• Initiative Enhance Financial Health, Sound
  Economic Viability Competitive Facilities
• Strategy Master Planning/Managed Growth
•  Strategy Increase Fundraising/
• Maximize Endowment
• More

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Financial Health (contd)
Initiative Enhance Financial Health, Sound
Economic Viability Competitive Facilities
Strategy Reduce Level of Dependence on
Endowment Spending  Strategy Strengthen
Operating Budget Strategy Consider Alternative
Pricing Structures
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Financial Health (contd)

• Strategy Master Facilities Planning
• Managed Growth
• Use of professionals to help plan the physical
  plant growth of the College linked to purpose,
  vision/enrollment goals, etc.
• Responsibility Board/Administrative
  Council/PBAC/Dir. of Grants Special
  Projects/professional planners/etc.

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Financial Health (contd)

• Strategy Increase Fundraising/
• Maximize Endowment
• Revitalize Parents Council
• Increase Alumni Planned Giving
• Increase Number of Alumni Chapters
• Responsibility Board of Trustees/VP
  Advancement/VP Bus. Affairs/PBAC/Dir. Grants
  Special Projects/etc.

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Gifts Grants Received by the College Spring
Summer 2003

• VA Tobacco Commission 250,000
• Blue Ridge Institute (pending) 200,000
• NEH Summer Institute 126,300
• Continuing Education dupont 88,000
• Athletics 439,000
• Music 10,000
• Library ACA 80,000
• Holocaust Program 2,500

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Financial Health (contd)

• Strategy Reduce Level of Dependence on
  Endowment
• Reduce spending policy by 2 per year through
  05-06
• Strategy Strengthen Operating Budget
• Plan Realistic Contingencies for Unexpected
  Expense
• Monitor Expense and Make Strategic Reallocations
• Seek New Sources of Revenue for Auxiliary
  Operations
• Responsibility VP Business Affairs/President/PBAC
  /etc.

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Financial Health (contd)

• Strategy Consider Alternative Pricing Structures
• Flat Tuition
• Fifth Year Reduced Expense
• Tuition Discount
• Reduce Tuition
• Responsibility VP Business Affairs/ VP Student
  Ser. Planning/ President/ PBAC/etc.

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INSPIRATION

• Never doubt that a small group of thoughtful,
  committed citizens can change the world. Indeed,
  it is the only thing that ever has.
• -Margaret Mead