Proposition 1

Our undergraduate experience will reflect an innovative blending of liberal arts and professional education.

FACULTY

Question 1: In what ways does this proposition respond to the external factors listed on the back of this sheet?
Demographics:

  • Provides meaningful liberal arts?
  • Older people wanting to come back as well as veterans coming into the liberal arts and wanting to blend in a healthy way
  • Blending liberal arts and professional better for traditional students and missing the adult blend in classrooms
  • Professions having the liberal arts embedded more...look at where the blend is in the programs (Looking at all programs to see if there is a true blend)
  • Content overlap and faculty members coming together more instead of overlapping
  • Flexible on delivery time cost effort especially when looking at non trad (losing a lot of good students to cost and time)
  • Undergraduate is a shrinking pool and looking at the returning students (non trad) will open up opportunities

Competition:

  • Benefit from cuts elsewhere

Accountability:

  • Why study at Naz?

Costs:

  • Losing good students because of expense
  • Synergize
  • Globalization: existing structure enhanced

Question 2: In what ways does the proposition reflect the strengths or capacities of NazarethCollege?

  • This could be/should be our North Star moment—do what we do well and do it great
  • Growing with the new core; Faculty teaching together across pedagogues
  • Something we have been doing since 1929
  • Operation kaleidoscope which is funded by NSF is leading way in blending

Question 3: What creative opportunities do we see in the proposition?

  • Parents are a big part and parents play a big role in student opportunities....educating parents
  • Professional programs are not only about jobs but blending the arts as well
  • To promote our international study abroad
  • Fits in with new CORE
  • Realizes integration + interdisciplinary learning
  • Could be tied to other areas of technology, to enhance both.
  • Some faculty are exited about the prospect
  • We already have this going on but could then embrace recognize, and celebrate this.

Parking Lot: Tactical suggestions relating to Proposition #1

  • How do you keep non traditional that have outside of jobs and responsibilities (setting up classes better to accommodate those needs); Veterans coming in and making sure they are better accommodated
  • Looking at our calendar and making sure its connecting w/ woman and care givers (past thanksgiving) road block
    Creative ways of offering night classes
    Facilities for being creative w/ night classes
  • Looking at non trad and grad and meeting their needs and looking at what we have and then aligning our thinking
  • Finding better student support that will help students (non trad, transfer,commuter etc) graduate
    Students are not as well prepared looking at demographics and finding how we can offer support
  • Crafting courses to meet the needs of professionals and how they blend across schools
  • Capstones point to 3 courses outside the major and look how they tie into their professional courses or growth
  • Finding a way to get students to be more creative with choosing classes instead of just looking a required courses
  • Having statements for both parents and students explaining the importance of a liberal arts education
  • Faculty submitting articles to give out information about different options you can take
    Showing students and parents that they are going to have a degree but they will have the ability to change and have multiple careers

We need to be more international, so need more resources

STAFF

  • High school grads who wouldn’t normally go to college – how do we attract & support them?
  • Establish mentor program with high school sophomores & juniors
  • Bring high school students to campus & continue to follow up with them
  • Increase 2+2 and 2+3 programs with community colleges
  • Expand recruiting to other states
  • Offer 2 year degrees
  • Look at strong programs
  • Build 2 year programs in those areas
  • 2 year nursing program
  • Distance learning
  • Can connect distance learners to campus
  • On-line learning/degrees
  • On-line labs (“lab in a box”)
  • Impact on future alumni giving & support
  • Cost is a concern for families
  • Work with high schools to earn Nazareth credit in high school
  • Different Program Options
  • Accelerated programs
  • Saturday programs
  • Weekend college – to recruit adults
  • Satellite campuses
  • Global Nazareth sites
  • Expand HHS programs (high demand for these)
  • Dual degree programs (BS/MS, etc)
  • Partnerships with other colleges like MSW
  • Create majors related to sustainability/trend with 2020
  • New math/science building
  • What new programs could be developed?
  • Self-created programs (majors/minors)
  • Sell the value of the liberal arts
  • Transferability of skills
  • Blend with professional programs
  • Make it easy to double major
  • Promote opportunities for this
  • Be creative within departments to help students reach goals
  • Practical experiences
  • Partnerships with industry & community
  • Center for entrepreneurship
  • Explorer program in high schools (connect with them)
  • Summer camps to get students connected early
  • Look at size of our programs
  • How big do we want to be?
  • Stay small and competitive or grow?
  • Pay attention to time to complete a degree
  • Improved facilities
  • Food options (Starbucks, Taco Bell)
  • Stores (mini-Wegmans on campus)
  • Student bathrooms
  • Activities
  • Athletic Facilities
  • Collaborations
  • Merge with SJF and/or combine resources/support
  • RAC collaborations
  • Market study abroad
  • Build it into programs
  • Market internships
  • Don’t lose what made Nazareth unique from the start
  • We care about students
  • Nazareth is good at relationship building
  • Emphasize this

TRUSTEES

Our undergraduate experience will reflect an innovative blending of liberal arts and professional education. One of our strengths and distinguishing features is that we offer an undergraduate educational experience that integrates the liberal arts with professional programs. In this regard, we are very much an example of the so-called “New American Colleges.” This kind of undergraduate experience is already attractive to students and will become increasingly attractive as we approach 2020. We should continue to build on this blending of liberal arts and professional programs. During the 2020 planning stages we need to consider additional ways to integrate the programs and decide whether we want to offer new ones. In so doing we should focus on interdisciplinary course and programs. We also should consider partnerships or cooperative programs with other colleges.

Discussion Question

What creative opportunities do we see in the propositions that respond to the external factors and position Nazareth for 2020?

  • What partnerships does technology open up for us? Oxford? Other connections that would enhance the Nazareth experience. Can technology facilitate connection experiences?
  • Can we structure programs so that everyone studies abroad? Or a mid-semester month abroad or in service?
  • We should facilitate degree programs – be flexible to accept credit from elsewhere, other experiences.
  • Right now the students of 2020 are nine and ten years old. Look at what they all ready know. Do we know how much they know?
  • Do we know what our “customers” think/want? Perhaps the institution is too defined by what the “professionals” think.
  • Capitalize on opportunities of new building.
  • Recognize:
  • need to explore
  • need to plan and focus. Internships are a key to exploration.
  • Why a liberal arts degree? Offer concentrations so students can blend liberal arts and professional study – ex. museum studies
  • Health and Human Services
  • Rethink teacher education to promote mobility to other states.
  • Physics
  • Environmental areas
  • Nurse practitioners and other health professions
  • Partnership with two year schools.

Proposition 2

Our graduate programs will adopt an innovative integration of theory and

practice.

FACULTY

Revised proposition:

A Nazareth graduate educational experience will reflect an innovative and deep integration of theory, research and practice which will impact local, national and international communities.

1.In what ways does this proposition respond to the external factors?

External factors will affect graduate programs/students with more immediacy than undergraduate programs/students. There is a strong societal value placed on holding an undergraduate degree, including in some instances a family commitment to obtaining an undergraduate degree, that is different than a graduate degree – the later might be viewed as more of an option, or something that can be postponed, specifically in this current economy.

There will be a need for increased flexibility/nimbleness for graduate programs.

Demographics

Data informing this external factor:

  • Per IR data, average age of Naz graduate students is decreasing
  • In graduate classes there is (and will be) a wider range of students – some who just completed undergraduate degree and others with x years of professional experience

Competition

Data informing this external factor:

  • In the past many Nazareth graduate programs have not had competition – now there are more programs being developed by local institutions
  • How do we provide flexibility in program design and delivery while maintaining academic rigor appropriate for a graduate level educational

Globalization

Data informing this external factor:

  • International opportunities for graduate students are growing

Costs

Data informing this external factor:

  • There is not tuition discounting at the graduate level
  • The majority of graduate students fund their graduate education through loans
  • Students can complete a graduate program at a state university for a much lower cost than at Nazareth (whereas, because of financial aid availability and tuition discounting practices, this might not be the case for undergraduates)

Accountability

Data informing this external factor:

  • The system infrastructures that support data collection relative to graduate programs and graduate students are not equivalent/as robust as those relative to undergraduate programs and students
  • Job placement rates at the graduate level might be more susceptible to external markets

2.In what ways does the proposition reflect the strengths or capacities of NazarethCollege?

  • Given the strong integration of practice, this proposition strongly identifies the College’s ability to shape our “community” and influence the future as graduates from our graduate programs become agents of change in health care, education, etc.
  • Many of our graduate alums are in this community
  • Builds on the faculty/student interpersonal relationships strengths that are woven into the fabric of a Nazareth educational experience
  • Clinical experiences can build further interagency collaborative opportunities – further supporting the community

3.What creative opportunities do we see in the proposition?

  • Opportunities to market ourselves as providing a different type of graduate experience.
  • Make the Nazareth graduate experience increasingly visible and recognized in the community.
  • Promote graduate faculty/student research.
  • Establish systems, structures and on-going supports to facilitate the development of a “graduate student identity”/community

Parking Lot: Tactical suggestions relating to Proposition #2

Things to consider/Implications:

  • Pedagogy needs to support range of students (“pebblehood learning”)
  • Developmental implications of younger graduate students
  • If more students are moving directly from undergraduate experience tograduate experience, becomes even more critical to be able to articulate the differences between the experiences
  • If there is more on-line competition, becomes even more critical to be able to articulate the nature of the graduate educational experience at Nazareth, otherwise graduate students more likely to do their graduate work in an on-line/”Phoenix” environment
  • How might technology strengthen globalization further across programs
  • Graduate assistantships provide one avenue for financial support for graduate students, but has been used to support staffing issues – not consistently systemically designed or used for student recruitment
  • In 2020, we need be able to offer a competitive financial package to our strongest graduate applicants
  • Challenge: how do we reconcile innovative thinking regarding graduate program development with on-going financial constraints
  • Data systems need to be in place to address accountability needs
  • Need to research/track employment trends and analyze based on program enrollments
  • Ensure that enrollment management plans address community partnerships (ensuring that we are able to design effective placement opportunities for our graduate enrollment) Develop additional interdisciplinary opportunities/approaches (which necessitates graduate students and faculty teaching at the graduate level needing to feel part of a community)
  • Next building project: interdisciplinary clinical space

As move from strategic thinking, to strategic planning to developing a plan:

  • Importance of establishing an internal body to ensure the conversation is ongoing across institutional units – that the graduate educational experience at Nazareth is addressed holistically, systemically and in a focused manner, not as an afterthought (helping to assure our ability to identify “graduate” issues and trends and respond nimbly)
  • Provide institutional support (graduate students’ professional presentations; marketing; development of doctoral programs)

STAFF

  • High school grads who wouldn’t normally go to college – how do we attract & support them?
  • Establish mentor program with high school sophomores & juniors
  • Bring high school students to campus & continue to follow up with them
  • Increase 2+2 and 2+3 programs with community colleges
  • Expand recruiting to other states
  • Offer 2 year degrees
  • Look at strong programs
  • Build 2 year programs in those areas
  • 2 year nursing program
  • Distance learning
  • Can connect distance learners to campus
  • On-line learning/degrees
  • On-line labs (“lab in a box”)
  • Impact on future alumni giving & support
  • Cost is a concern for families
  • Work with high schools to earn Nazareth credit in high school
  • Different Program Options
  • Accelerated programs
  • Saturday programs
  • Weekend college – to recruit adults
  • Satellite campuses
  • Global Nazareth sites
  • Expand HHS programs (high demand for these)
  • Dual degree programs (BS/MS, etc)
  • Partnerships with other colleges like MSW
  • Create majors related to sustainability/trend with 2020
  • New math/science building
  • What new programs could be developed?
  • Self-created programs (majors/minors)
  • Sell the value of the liberal arts
  • Transferability of skills
  • Blend with professional programs
  • Make it easy to double major
  • Promote opportunities for this
  • Be creative within departments to help students reach goals
  • Practical experiences
  • Partnerships with industry & community
  • Center for entrepreneurship
  • Explorer program in high schools (connect with them)
  • Summer camps to get students connected early
  • Look at size of our programs
  • How big do we want to be?
  • Stay small and competitive or grow?
  • Pay attention to time to complete a degree
  • Improved facilities
  • Food options (Starbucks, Taco Bell)
  • Stores (mini-Wegmans on campus)
  • Student bathrooms
  • Activities
  • Athletic Facilities
  • Collaborations
  • Merge with SJF and/or combine resources/support
  • RAC collaborations
  • Market study abroad
  • Build it into programs
  • Market internships
  • Don’t lose what made Nazareth unique from the start
  • We care about students
  • Nazareth is good at relationship building
  • Emphasize this

TRUSTEES

Our graduate programs will adopt an innovative integration of theory and practice. Many of our current graduate programs provide opportunities for applied learning. This too is a strength that we should build upon as we develop our plans for 2020. In our planning we should consider new ways to deliver this integration of theory and practice. For example, we might offer more hybrid courses that use technology to provide some of the classroom component while continuing to offer the in person practice component. We also should consider whether to adopt new graduate programs that offer opportunities to integrate theory and practice. We should consider combining our undergraduate and graduate programs through 5 year master degrees.

Discussion Question

What creative opportunities do we see in the propositions that respond to the external factors and position Nazareth for 2020?

  • What partnerships does technology open up for us? Oxford? Other connections that would enhance the Nazareth experience. Can technology facilitate connection experiences?
  • Can we structure programs so that everyone studies abroad? Or a mid-semester month abroad or in service?
  • We should facilitate degree programs – be flexible to accept credit from elsewhere, other experiences.
  • Right now the students of 2020 are nine and ten years old. Look at what they all ready know. Do we know how much they know?
  • Do we know what our “customers” think/want? Perhaps the institution is too defined by what the “professionals” think.
  • Capitalize on opportunities of new building.
  • Recognize:
  • need to explore
  • need to plan and focus. Internships are a key to exploration.
  • Why a liberal arts degree? Offer concentrations so students can blend liberal arts and professional study – ex. museum studies
  • Health and Human Services
  • Rethink teacher education to promote mobility to other states.
  • Physics
  • Environmental areas
  • Nurse practitioners and other health professions
  • Partnership with two year schools.

Proposition 3

We will prepare students to be global citizens, with the skills and

understanding to live and work in pluralistic communities.

FACULTY

We will prepare students to engage as global citizens, with the skills and understanding to live and work for social justice in pluralistic communities.

Pluralism was defined as a more desirable “appreciation” and acceptance of difference, while recognizing that change requires quests of power and privilege.

External Forces

  • It somewhat responds but the external forces and the proposition should move to address inequities in power and resources in society
  • Increasing inequality or increasing economic inequality in US
  • Global power dynamics
  • Our students reflect these factors as well as need to live these factors
  • Social Class
  • Requires preparation
  • Are we equipped to make the change?

How does proposition build on strengths?

  • We provide many opportunities for or students to engage in pluralistic communities
  • Foreign language study abroad
  • High school programs on campus
  • Civic engagement
  • Our emphasis on reflection and transformational experiences
  • Service learning
  • MALS program
  • Gear-up
  • Engaging the world
  • Center for public history

Opportunities for creativity