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Progress Report 2017–19

Marymount Manhattan College
Strategic Plan Progress Report 2017-19
 

Summary of Key Achievements

 

Goal I:  Craft a singular MMC experience

I.1  Augment & develop CityEdge programming: 

  • New curricular components of CityEdge; new career lab for recent grads
  • Improved messaging and informational video on CityEdge
  • Improved data collection on internship and post-graduation placements

I.2.  Develop more effective, innovative, and student-centered methods of educational delivery: 

  • Increased number of hybrid courses to meet space constraints and student needs
  • Initiatives to support faculty engaged in student-centered and innovative teaching, include place-based learning, C-TIE faculty fellowship program, interdisciplinary teaching model
  • Created new student affairs groups to support underserved students, including first generation students and a leadership program for sophomores
  • Created new welcome week format

I.3  Enhance support services for students and alumni: 

  • Stronger collaboration on financial aid
  • CSS-Advising-Admission policy and procedure audit
  • Assistive technologist hired and improved website accessibility
  • Symplicity/Insight
  • Created new diversity strategic plan

 

Goal II:  Enhance the MMC teaching and learning environment

II.1  Develop a facilities and space plan that optimally allocates and defines existing space, and identifies new space as necessary:

  • Updated classroom, stairwell, and other spaces with new paint and some furnishings; new Admissions Office exteriors and MMC/CityEdge graphics on elevator doors
  • Serious investigation of possible new spaces and cabinet-level space planning discussions
  • Architects provided feedback on identified key projects

II.2.  Invest in technology and infrastructure enhancements in order to effectively support and facilitate student learning, curricular innovation, and the working conditions of faculty and staff:

  • Replaced entire technology networking infrastructure; laptop upgrades to smart classrooms
  • New technologies implemented: Ad Astra; Symplicity/Insight advising software; Browse Aloud; Smart Catalog
  • Student Self-Service model for financial aid; On-line transcript
  • Review of all mechanical systems and moved to computerized control of indoor climate to improve office comfort
  • App-based Work order system
  • Renovated significant portion of 55th st Residence Halls

 

Goal III:  Foster student success and fiscal health

III.1.  Establish long-term Strategic Enrollment Plan (SEP):

  • Enrollment Management hired new leadership; developed senior search model, school counselor outreach plan, improved counselor travel schedule; revised communications; increased melt reduction strategies
  • New revenues and marketing outreach through Pre-College Summer Academy; International College Summer Programs; Ferraro Institute (Adult Learning and Civic Engagement Community forum)

III.2  Restructure the program development process to put faculty and academic departments with enrollment leadership team: 

  • Governance and curriculum committee process revisions made
  • Updated Environmental Science major with new focus on urban sustainability; new BFA program in musical theatre

III.3  Develop and undertake a comprehensive fundraising campaign:

  • Campaign planning committee initiated; retooling of advancement operations and staffing

 

Goal IV:  Attract, value, and support faculty and staff talent

IV.1  Support ongoing development and recognize achievement among faculty and staff:

  • Faculty salary plan 2/5 years completed to benchmark salaries to national AAUP
  • Held 1st Annual Summer College leadership retreat; Compensation study demonstrated appropriate compensation rates; Implemented more formal promotion and merit pay process
  • C-Tie fellows program; Interdisciplinary teaching support; Place-based learning academy with focus on diversity, inclusion and anti-racist practices
  • MMC magazine and website highlights faculty achievements

IV.2.  Cultivate a more diverse and inclusive faculty and staff:

  • Made changes in AA to faculty recruitment and hiring process; Gathered more info from faculty on demographics

 

GOAL V: Make the MMC Experience visible

V.1  Launch a comprehensive branding initiative that reflects strategic direction

  • New lower level signage and graphics (elevator, walls)
  • Created new social media guidelines and trainings for social media managers; created social media program utilizing student influencers
  • Revamped web landing pages and page navigation

V.2  Enhance the College’s student recruitment models to more effectively market the singular MMC experience

  • CityEdge integrated intro recruitment and all messaging
  • From campus tour to campus experience
  • Totally revamped Open Houses and Accepted student days
  • Guidance Counselor and school visit increases to create feeder school network

 


 

Full Report

 

Goal I:  Craft a singular MMC experience

On Goal I, we made very significant progress.

What we did:

I.1.  Augment & develop CityEdge programming

  • Established new curricular components of CityEdge:
    • Students required to completed Career Lab 3 as preparation for for-credit internships
    • Enhanced focus on place-based learning enriches and strengthens NYC seminars and CityEdge signature courses.
    • Developed of new CityEdge signature course criteria and courses
    • Hired new faculty with interdisciplinary backgrounds to contribute to CityEdge
  • Added a new Career Lab on “Adulting” for recent graduates.
  • Created CityEdge student professional development days on advising days
  • Developed short informational film and stronger messaging to prospective students, parents, and current students about CityEdge
  • Improved data collection on internship and post-graduation placements

1.2.  Develop more effective, innovative, and student-centered methods of educational delivery: 

  • Increased number of hybrid courses to meet space constraints and student needs
  • Hired new VPAA/DOF with expertise on High Impact Practices and community-based learning
  • Building on the Mellon faculty development grant on immersive, Academic Affairs developed new initiatives to support faculty engaged in student-centered and innovative teaching methods, including:
    • A place-based learning academy
    • C-TIE faculty fellowships
    • Support for interdisciplinary teaching
    • “Reacting to the Past” pedagogy team
  • Created new Student Affairs groups to support underserved students, including a networkfor first generation students and a leadership program for sophomores
  • Created a new Welcome Week format

1.3   Enhance support services for students and alumni: 

  • Developed stronger collaboration on financial aid
  • Conducted CSS-Advising-Admission policy and procedure audit
  • Hired an Assistive technologist
  • Launched Symplicity/Insight platforms to improve student advising and tracking
  • Implemented Smart Catalog course catalog and curriculum approval system
  • Improved web site accessibility scored according to nationwide WCAG 2.0 guidelines
  • Enhance and repackaged alumni perks and launched an e-mail campaign for alumni to opt-in and become more engaged
  • Created a new Equity, Diversity, and Inclusivity Strategic Plan
  • Expanded hours and staffing at Counseling and Wellness Center
  • Created Griffy’s Grocery and Fall Feast to combat food insecurity
  • Established Student Activities Advisory Board to increase student-run programming, with an emphasis on Heritage months
  • Expanded fall training for student leaders

What we still need to do:
  • Improve access and inclusion: On-going investment is needed to ensure that all students have access to High Impact Practices, with a focus on CityEdge experiences such as internships and  place-based learning) and that faculty are better prepared to support a diverse student body
  • Continue to build community partnerships
  • Invest in faculty development and in more full-time faculty
  • Implement new Equity, Diversity, and Inclusivity Strategic Plan
  • Strengthen alumni relations

 

Goal II:  Enhance the MMC teaching and learning environment

On Goal II, we made very significant progress, particularly on Objective II. 2.

What we did: 

II.1  Develop a facilities and space plan that optimally allocates and defines existing space, and identifies new space as necessary

  • Completed initial program planning for new space needs
  • Updated classroom, stairwell, and other spaces with new paint and some furnishings
  • Revamped Admissions Office exteriors and installed MMC/CityEdge graphics on elevator doors
  • Held Cabinet-level space and facilities planning discussions
  • Conducted serious investigation of possible new spaces
  • Received feedback from architects on identified key projects
  • Developed revised facilities plan for the visual arts

II. 2  Invest in technology and infrastructure enhancements in order to effectively support and facilitate student learning, curricular innovation, and the working conditions of faculty and staff.

  • Replaced entire technology networking infrastructure
  • Initiated use of Ad Astra classroom scheduling and space management software
  • Launched Symplicity/Insight advising software to improve the student experience
  • Purchased Browse Aloud add-on to improve web accessibility
  • Implemented Smart Catalog on-line catalog and curriculum approval
  • Established student self-service model for financial aid
  • Made transcripts available to students and alumni on-line Reviewed all mechanical systems and moved to computerized control of indoor climate to improve office comfort
  • Launched an App-based work order system to streamline maintenance requests
  • Educational Delivery faculty committee studied models for assessing prior learning
  • Renovated significant portion of 55th Street Residence Halls
  • Upgraded laptop in 24 smart classrooms

II.3  Create a more environmentally sustainable learning and working environment*

  • Review and Evaluate the College’s existing sustainability practices
  • Ongoing update of sustainability inventory
  • Consultation on sustainability practices

a. Implement new sustainability programs

  • Double-sided Printing: Explore feasibility of allowing double-sided printing to library printers from laptops.

b. Maintain communication with the College community and beyond on sustainability practices and new programs

  • Launch sustainability website (www.mmm.edu/sustainability)
  • Send email to campus community announcing SPIN team, our membership and functions, as well as the website
What we still need to do:
  • Plan for facilities and space expansion and/or improvements
  • Implement student planning software
  • Invest in upgrades to Ellucian enterprise system
  • Recycling signage: obtain better recycling signage for garbage cans on campus. [Currently on hold as College reviews possibility of curb pickup, which would require different bins/signage entirely for recyclables.]
  • Green Roof project: review forthcoming revised proposal from Social Sciences Assembly, assist them in finding potential funding sources, explore feasibility of implementation.
  • Paperless Challenge: consider implementation of Earth Week “Go Paperless” challenge among MMC departments
  • Integrate classroom and/or campus-wide programming with NYC environmental entities

*Note that II. 3 is a new objective that was added as a result of student organization and the formation of a partnership between MMC leaders, staff, faculty, and students.

 

Goal III:  Foster student success and fiscal health

On goal III, we made good progress, but still have more work and investment to do in years 3-5 of this plan.

What we did:

III.1  Establish long-term Strategic Enrollment Plan (SEP):

  • Enrollment Management: Established key steps needed for integrating into SEP 
  • Hired new VPEM, Dean of Admission, and Senior Associate Dean of Admission
  • Developed a senior search model
  • Revised all Slate communications to prospective and accepted students and families
  • Enhanced travel territories for Admissions Counselors
  • Introduced a school counselor communication plan
  • Enhanced financial aid modelling
  • Developed yield and summer melt strategies
  • Created new revenues and marketing outreach through Precollege Summer Academy; international college summer programs; and the Ferraro Institute (adultlearning and civic engagement community forum)

III.2  Restructure the program development process to put faculty and academic departments with enrollment leadership team: 

  • Revised the Governance and Curriculum Committee processes
  • Updated the environmental science major with new focus on urban sustainability
  • Launched new BFA programs in musical theatre and in design and technical production

III.3  Develop and undertake a comprehensive fundraising campaign

  • Initiated campaign pre-planning committee
  • Retooled advancement operations, improved database health
  • Restructured IA staff to make better use of existing talent
  • Hired new Chief Philanthropy Officer
What we still need to do:
  • Develop clearer resource and budget development process that links to enrollment goals
  • Explore alternative pricing structures for undergraduate to promote year-round learning
  • Conduct feasibility study for comprehensive fundraising campaign
  • Launch comprehensive fundraising campaign and develop staffing structure to support it
  • Update enrollment strategic plan in light of new staffing, vendors, and resources
  • Continue to develop and refine a Strategic Enrollment Plan (SEP) taking into account the downturn in college enrollment in the northeast and at the national level. Through collaboration with Academic Affairs continue to refine program offerings and associated marketing messages in order to best position MMC in an increasingly competitive market.
  • Develop an international student recruitment and services plan in order to facilitate an increased number of students on campus and provide the necessary support services
  • Hire new VPIA

 

Goal IV:  Attract, value, and support faculty and staff talent

We made significant progress on this goal, but need more resources to grow the faculty and provide greater development.

What we did:

IV.1  Support ongoing development and recognize achievement among faculty and staff

  • Added AVP of HR to cabinet
  • Completed 2/5 years of a faculty salary plan to benchmark salaries to national (AAUP) standards
  • Held firstAnnual Summer College Leadership Retreat
  • Conducted a compensation study that demonstrated appropriate compensation rates
  • Implemented formal promotion and merit pay processes
  • Launched C-TIE fellows program
  • Provided increased Interdisciplinary teaching support
  • Created a place-based learning academy with a focus on diversity, inclusion and anti-racist practices
  • Completed Faculty Workload study
  • Created Ferraro Institute fellowships
  • Highlighted faculty achievements in MMC magazine and on the College

IV 2.  Cultivate a more diverse and inclusive faculty and staff

  • Made changes to faculty recruitment and hiring processes
  • Gathered self-reported data on faculty and staff demographics
  • Approved post-doc language approved in Governance to allow for more ways to recruit
  • Created additional guidelines and trainings to improve the recruitment and retention of a more diverse faculty
What we still need to do:
  • Provide more faculty development workshops on diversity, inclusivity, and anti-racist pedagogies
  • Assess family leave plan
  • Pilot a faculty workload plan


GOAL V: Make the MMC Experience visible

We made some progress on this goal, but have more work and investment to do in years 3-5 of this plan.

What we did:

V.1  Launch a comprehensive branding initiative that reflects strategic direction:

  • Circulated templates for standardized email signatures to all faculty and staff
  • Installed new lower level signage and graphics in Nugent Hall, CityEdge-themed wall art outside Admissions Office, and engaging academic graphics on elevators
  • Installed CityEdge signage on first floor of Carson Hall and strengthened CityEdge messaging
  • Made student outcomes more visible on website, digital screens on campus, and in the magazine
  • Created new social media guidelines and implemented trainings for social media managers
  • Developed student influencer role for social media campaigns
  • Initiated branding workshops with individual offices and departments to establish cohesive messaging and design standards across the College
  • Revamped academic landing pages and page navigation

V.2  Enhance the College’s student recruitment models to more effectively market the singular MMC experience:

  • Integrated CityEdge into all admissions messaging
  • Tranformed “campus tour” into a more comprehensive tour to campus experience
  • Revamped Open Houses and Accepted Student Days
  • Increased guidance counselor and school visits increases toimprove feeder school network
What we still need to do:
  • Develop clear communications oversight and plan that connects Institutional Advancement, Enrollment Management, and Academic Affairs
  • Create online platforms that showcase MMC outcomes, CityEdge activities, and experiential learning
  • Undertake a comprehensive rebranding campaign
  • Launch a website redesign

 

 

Strategic Planning and Institutional Effectiveness Steering Committee membership:

Sharon Meagher, Co-Chair 2017-18; Chair, 2018-19

Christine Gregory, Co-Chair, 2017-18

Bree Bullingham

Cheryl Goldstein

Emmalyn Yamrick

Stephanie Policastro, 2017-18

Carly Lynch, 2018-19

Maria DeInnocentiis

Ann Jablon

 

SPIN Team Membership Lists

Auxiliary Education

Peter Naccarato, Co-Chair 2017-2018

Richard Sheldon, Co-Chair 2017-18; Chair, 2018-19

Sharon Meagher

Carly Lynch

Christine Riley

Carly Schneider

Cindy Mercer, 2018-19

 

CityEdge Planning Group, 2017-2018

Robin Nackman, Chair 2017-18; Co-Chair, 2018-19

Jennifer Brown, Co-Chair, 2018-19

Lisha Bodden, 2017-18

Greg Davis, 2017-18

Carol Jackson, Ph.D.

Val Marchesi, 2017-18

Megan McCaffrey

Kayla McCaffrey

Sharon Meagher

Michael Salmon, 2017-18

 

Diversity and Inclusivity

Rebecca Mattis-Pinard, co-Chair 2018-19

Sarah Nelson Wright, co-Chair, 2017-18

Christine Gregory, co-Chair, 2017-18

Lauren Brown

Bree Bullingham

Fanny He

Peter Naccarato, 2017-18

Michael Salmon  

Antonio Suarez    

 

Education Delivery

Nava Silton, Chair

Elena Comendador

Corey Liberman.

Gunjali Trikha

Laura Tropp

 

Enrollment Leadership Team, 2017-2018

Sharon Meagher,, Co-Chair

Paul Ciraulo, Co-Chair, 2017

Todd Heilman, Co-Chair, 2018

Jim Rogers

Michael Salmon

Maria Deinnocentiis

 

Environmental Sustinability, spring 2019

Katie Lebesco, Chair

Matthew Lundquist

Lucy Wells

Julia Furnari

Dani Cole

 

Facilities/Space, 2017-2018

Paul Ciraulo, Co-Chair

Katie LeBesco, Co-Chair

Carrie-Ann Biondi

Ann Jablon

Raymond Recht

Richard Sheldon

Emmalyn Yamrick

Diana Zambrotta

 

Faculty Workload, 2017-2018

Jennifer Brown,Chair

Jenny Dixon

Timothy Johnson

Nancy Lushington

Philip Meyers

 

Fundraising Campaign Team, 2017-2018

Kayla McCaffrey, Chair

Lisha Bodden

Rita Murray

 

Human Resources, 2017-2018

Bree Bullingham, Chair

Lora Georgiev

 

Internationalizing MMC Committee

Carol Jackson, Chair

Tseday Alehegn

Christian Andrade

Maria Deinnocentiis

Jenny Dixon

Fanny He

Bradley Herling

Andreas Hernandez, fall 2018

Richard Sheldon

Cindy Sittler 

Zakkiyya Taylor

Emmalyn Yamrick

 

Student Success Team, 2017-18

Cheryl Goldsten, Co-Chair

Michael Salmon, Co-Chair

Christina Bennett

Diana Epelbaum

Lora Georgiev

Paul Maniaci

Lorraine Martinez-Novoa

Rebecca Pinard

Melissa Weekes

Michael Zakarian