Nazareth College Board of Trustees Retreat
Sunday, January 24, 2010
COLLEGE OF 2020
QUESTION ONE: DEMOGRAPHICS
Are we planning for major changes in our customer base? What is the appropriate size of NazarethCollege?
◊Growth – need to continue to grow
◊Reach of the College is very different now. How can we capitalize on this to attract our target population?
◊Leverage core competencies through use of technology
◊Recognize the impact and value of the residential college experience
◊Changes in the customer base – what do our future students think is valuable – speed up efficiency, or social experience.
◊Could we use the campus for work force development? Need to focus on adult learners, but understand what’s consistent with our strengths.
◊We need to be number one or number two in the country at something. Then size can respond to demand.
◊Establishing a target does not make sense – spend time looking at our strength and potential.
◊We need to focus on what the online universities can notdo.
◊Strategic thinking needs to be ongoing.
◊New partnerships with community colleges
◊Make outreach be for NYS and US a priority
◊Must find our place in online delivery
◊Increase number of students in Master’s programs
◊Growing up – social skills will still be needed
◊Growth is desirable but not necessarily in the on-campus undergrad cohort.
Nazareth College Board of Trustees Retreat
Sunday, January 24, 2010
COLLEGE OF 2020
QUESTION TWO: COSTS
How will the demographic and economic climates impact tuition driven institutions like Nazareth? Can re-organizing really reduce costs?
◊Can’t have a business model that has cost or twice inflation
◊Cutting costs is costly
◊Partnerships (to save expenses)
◊Look beyond traditional market (focus on older population) – adult learner. But, community colleges focus on adult learner.
◊Charge (price) related to demand to cost of educating in specific programs
◊Price sensitivity
◊Dislodging event – student loan programs reduced
◊Why does market keep prices down in business but not in higher ed?
◊Need/merit aid
◊Nazareth could go broke through discounting
◊Each school as a “tub on own bottom”
◊True cost of our program
◊Enrollment numbers in specific programs
◊Role of part time faculty
◊Residential costs in 2020
◊Revenues
◊Expenses
◊Should we let private developers operate dorms
◊Value added of the residential experience
◊Differential pricing through financial aid awards
◊Link with community colleges in growing areas such as Texas and North Carolina
◊Change scheduling to reduce time out of work force
◊More use of blended delivery methods
◊Maximize use of campus in summer (or spring/summer/fall)
◊Have certain courses available strictly on line
◊Develop a degree in the pedagogy of online learning
◊Push graduate programs (PT and OT)
◊Figure out what we do especially well and direct resources to that
◊Learn to exclude some cows. (But not the cash cows)
◊Junior year on line
◊Formalize linkage of transition programs with community colleges (and support remediation needs)
◊Meeting the unmet needs – second career education
Nazareth College Board of Trustees Retreat
Sunday, January 24, 2010
COLLEGE OF 2020
QUESTION THREE: TECHNOLOGY
Are interactive technologies (e.g. Customer Relationship Management (CRM) software, social networking) changing our business model? What will the impacts of technology be on academic programs?
◊Good uses, too – solicit responses from students more readily
◊Communication avenues enhanced – need to foster that
◊Pedagogy is communication – how to incorporate technology, how to limit it appropriately
◊Sage on Stage or Guide on the Side
◊Participation by students: more than with lecture method?
◊Accessibility – interactivity: lost? found?
◊Difference in desired learning outcomes
◊Gear Nazareth toward programs that require – interpretation - know why – value added – it’s important to know this or that
◊Admit we are scared
◊Nazareth should utilize technology as a tool – embrace it where helpful
◊Wireless is needed at NazarethCollege
◊Humanity Communication - “lost” or “enhanced”
◊Technology is not going away – need to adapt to it
◊Banking and other industries – not going back
◊To share information is not automatically to connect
◊Nazareth history: connection is important
◊Social networking – a richer education – not a distributor of knowledge
◊Interaction collaboration. Problem solving not learned that way
◊Careers preparing for: many take place thru computers – e.g. music banking – studios needed, growth is exponential – cello – never been in room with one.
◊What is the balance?
◊Inspiration to play the cello
◊Form opinions, passion
◊Bonding with professors – warm feelings associated with education
◊Learning community – learning from each other
◊Change: some aspects dying while others are advancing
◊June 2009 – Chronicle – arts faculty as determiners of change – what is the motivation to change? Socio economically – customers keep coming – but not guaranteed
◊Decisions – dollars dedicated to technology – impact the future
◊History of the college has been liberal arts and profession
◊Collaboration with business – businesses means jobs
◊Amazon – student interests – majors/course offerings
◊Greater access to other means/ways of learning/institutions
◊Faculty “education” – delivery
◊Re-engineer cost/equipment
◊Hybrid – time of day, time of year, weekends.
Nazareth College Board of Trustees Retreat
Sunday, January 24, 2010
COLLEGE OF 2020
QUESTION FOUR: GLOBALIZATION
In the year 2020, what will the impacts be of the globalization of the higher education industry? Better connections, more competition or both?
◊Globalization equals closeness
◊Increased availability
◊Key components are differentiation and having to be number one or number two in something but not everything
◊Develop alliances
◊Expand reach horizontally
◊Liberal arts vs. professional programs
◊Targeted outreach to specific global areas
◊Targeted grab from the world
◊Reverse benefits
◊Rethink academic schedule – not semester oriented. April – November
◊Partnerships with southern hemisphere
◊Growing global – “middle class”
◊Can colleges like Nazareth reach out to English speaking populations abroad and offer our education to them via internet?
◊Pressure on costs in United States forces us to move beyond our regional market
◊Given changing demographics in the United States, due to immigration, how well are we meeting the needs of Hispanics and Asian populations?
◊What kind of “global” experiences do our students have before entering NazarethCollege?
◊How does a different mode of delivery change how faculty teach especially with more global populations?
◊Training for faculty in a variety of modes of technology to distribute knowledge?
◊How do our faculty teach the future teachers how to teach tomorrow’s learners?
◊Globalization may be the dislodging event for higher education.
◊What will be the new pedagogy in the future?
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