Increase ApplicationsWhen students apply, they show their intention to enroll, and that makes applications an important measure. Removing obstacles and increasing incentives to apply moves ASC onto more student shortlists and greatly impacts enrollment.
Strategies
Expand the free application promotion for all students, including online and adult learners.
Provide free applications for targeted populations as an incentive to visit.
Streamline to expedite the application process and reduce barriers to access.
Enhance college brand advertising and program-specific marketing.
| Key Measures
Measure the number of those who apply, are admitted, and deposited.
Evaluate results per campus: Alfred, Wellsville, Northland, and online.
Maintain and Enhance AffordabilityThe cost of college attendance is a major factor regarding where students choose to enroll. Alfred State College is at the top of its peer group for college affordability and should capitalize on this attribute regarding affordable access and upward mobility.
Strategies
Expand in-state tuition matches to more states and internationally.
Increase the number and amount of scholarships given to reduce the net cost of attendance.
Partner with businesses that assist in paying students’ cost of attendance.
Promote ASC quality and affordability through scholarship opportunities.
| Key Measures
Measure changes in the net cost of attendance compared to peers.
Survey students and parents for satisfaction regarding affordability.
Reach New Audiences and Establish New Recruitment MarketsExpanding beyond Alfred State’s established primary and secondary markets will reach an ever-growing audience. This is needed since our region has a shrinking high school student population. Tailored outreach to BIPOC and under-represented groups also yields results.
Strategies
Increase out-of-state and under-represented student recruitment efforts further.
Develop and assist international student recruitment and academic support.
Enhance assistance for adult/non-traditional students, including veterans and disabled.
Prioritize parental and peer influencer connections to support recruitment and retention.
| Key Measures
Measure the number/percentage of out-of-state and international students enrolled.
Measure the number/percentage of BIPOC and under-represented students enrolled.
Expand Current & Develop New Academic Programs/PathwaysAlfred State is known for high-quality, in-demand programs that lead to excellent career paths, a bright future for graduates, and economic benefits to our region. Continuing to expand and develop new academic programs will maintain this distinction.
Strategies
Develop stackable micro-credentials and short courses.
Expand and refresh existing academic programs.
Create new programs in growth areas of science, healthcare, and other fields.
Increase the development of the online school and add graduate-level programs.
| Key Measures
Increase the number of new/expanded programs.
Measure the number of students enrolled in new/expanded programs.
Add Additional Athletic/Competitive Teams and ClubsTeamwork is an important skill learned in classrooms, labs, social activities, and on the playing field. Athletics, clubs, and other organizations enhance a student’s sense of belonging, fulfillment, and the overall “college experience” for recruitment and retention.
Strategies
Consider further expansion of athletic teams.
Promote a variety of student engagement opportunities.
Support and develop a club recruitment model.
Concentrate also on club sport recruitment.
| Key Measures
Increase support for targeted clubs or teams, and develop new ones.
Measure the number of students in newly developed/better-supported groups.
Create a Destination CampusStudents have an overwhelmingly positive opinion after visiting campus. They note key factors of scenic beauty, supportive people, labs, and technology. Promoting and enhancing this standard of excellence provides a competitive advantage.
Strategies
Develop more ways to increase campus visits and optimize the experience.
Update and achieve Facilities’ maintenance, renovation, and construction goals.
Implement recommendations developed by the Beautification Committee.
Invest in capital improvements and amenities across the campuses.
| Key Measures
Increase the dollars invested in construction/capital projects.
Measure student, faculty, and staff satisfaction regarding campus quality.
Increase Student Engagement OpportunitiesA student’s sense of inclusion and belonging are important factors in their satisfaction and commitment to stay. A variety of opportunities helps a diverse audience of students find a match. Tracking participation allows us to monitor progress.
Strategies
Grow the number of clubs and orgs that appeal to a diverse group of students.
Increase access to student employment/ jobs.
Expand hours for student participation opportunities to fit their schedule.
Supply food and beverage choices at selected volunteer activities.
Develop a robust student engagement tracking model to be responsive.
| Key Measures
Increase the number/percentage of students employed on campus.
Measure the number/percentage of students engaged in at least one extracurricular.
Improve Two- to Four-Year Program Transition RatesA low unemployment rate encourages many employers to hire students prior to completing a bachelor’s degree. Alfred State must articulate the higher earning potential from completing a 4-year degree and further facilitate the transition into bachelor’s programs.
Strategies
Increase visibility, convenience, and benefits of internal 2+2 agreements.
Work with business partners for financial support to their employees and online options.
Improve communication, awareness, and recruitment efforts through advisors, students, etc.
Facilitate recruitment at both internal and external events.
| Key Measures
Measure the number/percentage of 2-year graduates entering 4-year programs.
Increase business partner participation and their support for student funding.
Examine & Optimize Financial Support for Existing StudentsIt is a great start to provide affordable access to students entering Alfred State but maintaining that affordability throughout their college experience will also be important to their overall ability to persist towards graduation with an emphasis on support for low-income and at-risk students.
Strategies
Expand bridge funding and scholarship opportunities to maximize outcomes.
Promote adoption of open-source, inclusive access, or low-cost textbook options.
Assign financial aid counselors in Starfish for low-income and at-risk students.
Increase opportunities for low-cost or free food options through the pantry or otherwise.
Reduce “hidden costs” of attendance with improved cost/access for travel, clothing, etc.
| Key Measures
Measure the number/percentage of students who cite financial problems for leaving.
Evaluate the average cost of attendance compared to peer colleges and universities.
Bolster Academic Support and Related ProcessesStreamlined approaches can minimize obstacles to graduation, while a network of advisors, coaches, mentors, and support services will provide the assistance students need should they face a barrier including at-risk students. This benefits scholarship, innovation, and research.
Strategies
Standardize, incentivize, and optimize the advising process with tools, training, and innovation.
Review/remove registration barriers by evaluating drop deadlines and availability of advisors.
Expand student support offerings with peer mentoring and support in residence halls.
Tailor support to at-risk student populations, Rebound, EOP, ASOP, Jumpstart, and International.
| Key Measures
Evaluate the number/percentage of students on academic probation.
Evaluate the number/percentage of students who are academically dismissed.
Create a Teaching and Learning CenterProviding educators with new and continued learning opportunities will encourage student success. A Teaching and Learning Center will focus on the presentation and development of the latest teaching pedagogies, to be driven by a director and task force.
Strategies
Define the scope of services to be offered.
Explore a variety of teaching pedagogies.
Navigate the rank and tenure process successfully.
Host special events, guest speakers, and webinars.
Add onboarding activities and orientation for faculty.
Incentivize faculty development.
| Key Measures
Measure the number/percentage of participants in the Teaching and Learning Center.
Evaluate results from a program assessment and satisfaction surveys.
Enhance Academic Educational ExcellenceIn addition to fostering student success, academic excellence is cultivated by stimulating an intellectual curiosity that ensures students are well-prepared to succeed coming into and leaving college. This will enhance our already excellent academic environment and career preparedness.
Strategies
Develop and support first- and second-year experience programs.
Activate student mentors and instructional support assistants more broadly.
Increase access to the latest equipment and offsite training locations.
| Key Measures
Measure the number/percentage of students on academic probation/dismissal.
Evaluate gains in the number/percentage of students on honor rolls.
Optimize Open Channels for Institutional Communication A pillar of our Core Value of respect is built around gaining a mutual understanding of the events, happenings, and perspectives across the community. Constant two-way productive communication is an absolute necessity for this and needs to be inclusive to all.
Strategies
Develop inter-divisional meetings with the President and leadership team at least annually.
Expand community meetings to topic-specific, mid-sized dialogues.
Enhance campus technology (announce, text/SMS, and portal) to optimize communication.
| Key Measures
Measure satisfaction scores on the president's annual survey of faculty and staff.
Evaluate results from the Great Place to Work (GPTW) survey.
Enhance the Health and Well-Being of the Campus CommunityHealth and wellness are at the core of the success of our community as a requisite core need before any other needs could be considered. We will promote and extend health and wellness initiatives across campus for students, faculty, and staff.
Strategies
Implement a campus-wide mental health and wellness program for students and employees.
Extend MindSpa/Oasis/Wellness Room accessibility to include employees.
Increase fitness center hours to 6 a.m. -10 p.m. and offer community classes.
Expand wellness options and programming with outdoor areas and activities.
| Key Measures
Measure the number/percentage of employees and students accessing programs.
Increase hours of operation for the fitness center and number of available classes.
Increase Work Flexibility, Benefits, and Employee CompensationIn a rapidly changing global work environment, we must stay competitive in providing salary, benefits, and flexibility to optimize work/ life balance. Having a more satisfied faculty and staff allows employees to be more responsive and accessible to students and assists retention.
Strategies
Increase communication regarding policies for remote and hybrid work options.
Increase clarity and opportunities for pathways to promotion for both faculty and staff.
Increase awareness among faculty and staff regarding benefits.
| Key Measures
Measure results from the president's satisfaction survey and GPTW survey.
Increase percentage of employees promoted who were up for promotion.
Expand Training, Support, & Development for EmployeesOnboarding, orientation, training, support, and regular feedback from managers or mentors are the underpinnings for an employee to feel more valued. Improving this support for faculty and staff also benefits the growth, retention, and development of students in our caring community.
Strategies
Create a new comprehensive onboarding program for employees.
Provide faculty and staff mentors.
Optimize annual and ongoing evaluations as instruments of support and development.
Utilize onboarding and training opportunities from the new Teaching and Learning Center.
| Key Measures
Increase satisfaction measures in surveys of new employees.
Measure results from the president's satisfaction survey and GPTW survey.
Curate General/Specialized Programming to Engage EveryoneSocial and non-social programming and services create a sense of community and increase satisfaction. Efforts must be made to include all sectors of faculty, staff, and students to ensure that all have opportunities and know they are welcome.
Strategies
Plan a series of social events involving diverse options of community.
Initiate clubs/groups that focus on interests/hobbies including the entire village.
Identify gaps for under-represented groups to facilitate inclusion.
Create employee housing options including immediate needs for new hires.
Evaluate restoration of a faculty/staff dining area/lounge.
| Key Measures
Improve results in the SUNY Campus Climate Survey of students, faculty, and staff.
Measure belonging and inclusion responses in Great Place to Work surveys.
Extend Care to the Region to Build a Stronger Community for AllThe extension of our community care efforts into our region shapes the atmosphere where all Pioneers live, work, and play. Having a vibrant and active community benefits satisfaction, retention, and recruitment for faculty, staff, and students.
Strategies
Increase the number of regional corporate relationships and partnerships.
Increase communication of employment opportunities off-campus for families and students.
Share community activities and events that are beyond the campus boundaries.
Continue to support and advocate for more regional childcare resources.
Join onboarding efforts with external/neighboring employers for more social connections.
| Key Measures
Measure responses in Great Place to Work surveys.
GPTW Trust Index measures the credibility of leaders, respect, fairness, pride, and belonging.
