LETTER FROM THE PRESIDENT | PRESIDENT'S ANNUAL GOALS CORE VALUES MISSION STATEMENT
INSTITUTIONAL PERFORMANCE | BOARD OF TRUSTEES |

2009-2011
Annual Goals 

The following five strategic priorities were identified by the Thaddeus Stevens College of Technology community as the priorities that if accomplished, would make the most significant difference in moving the college forward over the next two years.

Goal
Priority

Top 5 Priorities

All TSCT Priorities
Weighted by
Importance

Goal
Coordinators
 

1

4.1 Expand the College's Financial Base and Capital Assets

  32.0

Dr. Griscom, Development Team, Betty Tompos

2

5.1 Develop and implement a Strategic Marketing Plan that will promote greater visibility and awareness of the Stevens message throughout the Commonwealth

  27.0

Allen Tate, Chad Baker, Sophie Weibel, Paul Culbreth, Erin Nelson

3

1.2 Develop, implement, and communicate an annual planning and assessment process that links goals, budget allocations, and outcomes.

  13.0

Maria Querry, Betty Tompos, Division Chairs

4

2.4 Enhance programming and services that meet the needs and increase success of diverse under-resourced student populations

  13.0

Valdijah Brown, Don Nichols, Sue Emswiler, Diane Ambruso

5

3.3 Increase classroom technology to support multi-modal instructional delivery strategies

 12.2

Don Hart, Kevin Flory, Dave Manning, Budget & Technology

GOAL #1
Expand the college’s financial base and capital assets
Strategic Priority – Financial Base/Capital Assets
Committee:  Dr. William Griscom and Alex Munro

Performance Measures
*
Annual State funding of a minimum of $10,700,000

Strategy 1.1  Conduct briefings on the value of Thaddeus Stevens College of Technology and its needs to key members of the General Assembly and Administration.
       
Action Steps
1. Briefings provided to:  all members of the House and Senate Appropriations Committees.
2. All members of Leadership in the General Assembly.
3. And key members of the Administration

Person(s) Responsible:  Dr. Griscom and Mr. Munro
Cost:  Minimal cost to be expensed against operating budget
Time Line:   Prior to the passage of the State Budget


Strategy 1.2  Create Alumni Chapters throughout the State with a primary function to communicate 
the value added of TSCT as well as its needs to legislators in the Chapter’s region.

Action Steps
1. Twenty Alumni Chapters established and functioning

Person(s) Responsible:  Alex Munro and Ms. Weibel
Cost:  $20,000.00
Time Line:   Within two years


Strategy 1.3 Maintain communications with key members of the General Assembly and Administration regarding the value of TSCT and its needs through:  
       
Action Steps
1. Direct mailings
2. Visits
3. Newsletters’
4. And the hosting of legislative committees and events on Campus

Performance Measures
* Briefings completed with all of the entities identified
* Direct mailings conducted as appropriate
* A minimum of four alumni newsletters published and distributed
* A minimum of two legislative committee meetings hosted on Campus

 Person(s) Responsible:  Dr. Griscom and Alex Munro 
 Cost:  Minimal cost to be expensed against the operating budget
 Time Line:   By the end of the fiscal year


Objective #2

Strategy 2.1  Increase profits from Workforce Development and Continuing Education by $150,000 each year for the next two years.

Action Steps
1. Increase all of the following programs by the number in parenthesis, noting that some of these will be new programs:
2. Construction 101 (  )
3. Building Energy Technology (  )
4. Building Maintenance Certificate Program (  )
5. Printing 101 (  )
6. Construction 201
7. OSHA

Performance Measures
* Profit of $150,000 per year for the next two years above the current profit produced by these activities.

Person(s) Responsible:    Dr. Gerfin and Faculty
Cost:  TBD
Time Line:
  It will be measured at the end of each year


Strategy 3.1 Increase Grant Revenue by $300,000 each year for the next two years.

Action Steps
1. Develop subject matter experts for each of the major funding priority areas at the Thaddeus Stevens College of Technology.

Performance Measures
* By the quality of content and subsequent success of grant proposals.

Person(s) Responsible:   Valdijah Brown
(with feedback from key College personnel and subject matter experts)
Cost:   Human Capital, time necessary to conduct meetings, and time required to transfer or develop proposal based on expert knowledge.
Time Line:   Ongoing annual process that will be based on priorities and funding pursued.


Strategy 3.2  Synthesize funding needs information to determine organizational impact for each priority.

Performance Measures
* Increase in funding that meets the College priority funding needs that allow the College to redirect operational funds to new or lower priority areas as additional resources become available.

Person(s) Responsible:     Valdijah Brown
(with feedback from key College personnel and subject matter experts)
Cost:  Human Capital
Time Line:  Ongoing annual process that will be used during two year period aligned with the College’s fiscal year:  July 1st – June 30th.


Strategy 4.1  Increase cash and cash equivalents to the College by $500,000 in each of the next two years.

Action Steps
1. Cultivate and Increase constituency giving through the Stevens Annual Fund, endowments, scholarships, and gifts-in-kind.

Performance Measures
* By the increase in constituency participation
* Increased cash revenues to the College
* Increased cultivation activities on and off Campus
* Increased constituency giving including alumni, friends, parents, faculty and staff
* 100% of Alumni, Foundation and Trustee Board members

Persons Responsible:  The Advancement & Alumni Staff and Gene Duncan
Cost:   Approximately $45,000 – includes phone-a-thon hardware and student callers, new publications, cultivation events, and support communication initiatives (brochures, publications, marketing, etc).
Time Line:  By the end of each fiscal year.


Strategy 4.2  Implement new data management software, internet and social networks and other
  technologies to identify new prospects, provide new opportunities for giving, and    manage our data.
 
Performance Measures
* New reports and tracking
* Research Data
* Ability to cultivate and improve participation in Annual Fund and other giving avenues.

Persons Responsible:  The Advancement & Alumni Staff 
Cost:   Approximately $20,000
Time Line:  Donor management – 3 to 4 months after purchase;   web site technology and social network implementation – ongoing.


Strategy 4.3  Establish annual donor cultivation and recognition events that will encourage prospects to contribute to the College on various giving levels.

Performance Measures
* By the participation of those identified as well as the addition of 25 new major gift prospects annually.
 
Persons Responsible:  The Advancement Team 
Cost:   $5,000
Time Line:  By the end of the fiscal year.


Strategy 5.1  Secure the lead gift of $1 million in the silent phase of the Capital Campaign for a new Technology Center within the next year.
 
Action Steps
1. Identify, qualify, and cultivate a list of potential benefactors with the potential to provide the lead $1 million dollar gift and other major gifts to the Capital Campaign  

Performance Measures
* Attainment of funder(s)

Persons Responsible:  Allen Tate, Dr. Griscom, and Alex Munro
Cost:   $35,000 for building design materials, case statement brochure, DVD, building model, interactive building design on website, etc.
Time Line:  Within 12 months


Strategy 5.2  Finalize naming opportunities associated with the Technology Center and other campus facilities and develop a “Leave a Legacy” campaign to generate funding for the College.
 
Performance Measures
* Completion of the brochure and its distribution

Persons Responsible:  Allen Tate
Cost:   $3,500 to design and produce a “Legacy” publication with potential naming opportunities on campus and in the new Technology Center.
Time Line:  At the end of the fiscal year.


Strategy 6.1  Secure release of a minimum of $5 million of State Capital funds for the renovation of the Branch Campus.

Action Steps
1. Establish infrastructure repairs and renovation as the number one priority of the College in the Capital Budget request at an amount of $7 million
2. Receive Board of Trustee approval
3. Submit to the Pennsylvania Department of Education

Performance Measures
* Acknowledgment of receipt of the Capital Budget Request document by the Pennsylvania Department of Education.

Persons Responsible:  Dr. Griscom and VP Tompos
Cost:   Minimal administrative and staff time
Time Line:  By November 1, 2009


Strategy 6.2     
   
Action Steps
1. Submit a copy of the College’s Capital Budget Request to the Secretary of Budget and provide the Secretary with a briefing and tour of the Branch Campus to illustrate the merits of the funding request.
2. Attempt to have the Secretary of the Department of General Services accompany the Secretary of Budget.

Performance Measures
* The Secretary will facilitate the release of $7 million for this project within the next 12 months.
 
Persons Responsible:  Dr. Griscom and Alex Munro
Cost:   Minimal administrative and staff time
Time Line:  Prior to December 2009


GOAL #2
Develop and Implement a strategic marketing plan that will promote greater visibility and awareness of the Stevens message throughout the Commonwealth
Strategic Priority - Marketing
Committee: Allen Tate, Sophie Weibel, Chad Baker, Paul Culbreth, and Erin Nelsen

Performance Measures
* Measure the current public awareness of the College and our message in five
               select target markets.
* Establishment of a consistent brand identity and message
* Increase market penetration within the five selected target markets.
* An overall annual increase of 20%  in Annual Fund Participation of Alumni, Individuals, Friends, Corporations and Faculty & Staff
* Annual Increase of 5 % in student applications from each of the five target market areas.
* Annual increase of 5% participation in each of the following events –  Homecoming , Open House- Fall & Spring, Annual Golf Outing , Class Reunions, Car Show.
* Implement 20 executive briefings and presentations with business executives, School District Administrators, and key community decision makers and groups.
* Implement a consistent Legislative Communication Programs that personally communicates with each Legislator at twice during the year.

Strategy 2.1  Define and establish a unified, consistent and credible Steven’s message throughout the
        Commonwealth. 

Action Steps
1. Determine our current message and brand through the use of external focus groups and re-clarify to eliminate inconsistencies.
2. Determine our current message and brand through the use of internal focus groups and re-clarify to eliminate inconsistencies.
3. Change our message if we are unsatisfied with the public’s perception of Stevens College.  

Person(s) Responsible:  Marketing Firm to conduct external Focus Group research;
Chad and Allen to conduct internal Focus Group research
Cost: To be determined for Marketing Firm;
No cost for Chad and Allen to conduct internal focus groups
Time Line: 6 months


Strategy 2.2  Evaluate the current communication strategies and propose new strategies based on
  focus group research.

Action Steps
1. Employ the services of a Market Research Firm to organize and conduct focus groups
2. Determine the cost of any new strategies that are revealed during the focus group research.
3. Implement any new communication strategies that are effective and fall within budgetary constraints.

Person(s) Responsible: Marketing Firm to conduct focus group research
Cost: To be determined for Marketing Firm
Time Line: 6 months


Strategy 2.3  Implement consistent marketing communications and brand awareness strategies over
  the next two years in the following five market areas – South Central Pennsylvania,
  Philadelphia, Pittsburgh, Scranton/Wilkes Barre  and Johnstown/Altoona

Action Steps
1. Identify various forms of communication for the respective areas (television, radio, cable, billboard)
2. Disseminate Stevens brand in these five areas
 
Person(s) Responsible:  Chad Baker, Erin Nelsen 
Cost: $5000 per area = $25,000 total
Time Line: 12 months


Strategy 2.4  Implement a consistent and sustainable Governmental Affairs Communications program.

Action Steps
1. Build positive relationships with state legislators and policy makers.
2. Create a Statewide Alumni Advocacy Network/ Chapters to promote and support the work of TSCT
3. Cultivate chairpersons for alumni chapters
4. Open the College to host special legislative committee meetings
5. Send quarterly updates on governmental affairs to chapter members to encourage their political support action
6. Give special recognition to certain political leadership at annual College events.

Person(s) Responsible:  Alex Munro in collaboration with Dr. Griscom and the Alumni Association’s Governmental Affairs Committee
Cost:  $12,000.00
Time Line:  TBD


Strategy 2.5  Produce various new publications and communications tools directed to the corporate,
  Alumni and friends target markets designed to increase the College’s public support.

Action Steps
1. Produce a joint College/Alumni Foundation Annual Report
2. Re-design website and use other technology tools for constituency communications.
3. Produce various niche marketing brochures ( Foundation, Legacy, Scholarships, Gov. Affairs, etc)
4. Redesign direct mail pieces to obtain more response
5. Establish an emotional message that shows benefits and results.
6. Increase exposure of representative students to businesspersons, alumni, and friends.

Person(s) Responsible:   Allen Tate, Sophie Weibel, Chad Baker, Alex Munro, etc.
Cost:   $22,000 (Advancement costs)
Time Line:   June 30, 2010


Strategy 2.6  Develop one new “Signature Event” for the College. Seek to leverage the event to attain significant marketing and public relations coverage that elevates the College’s profile in the local Community.

Action Steps
1. Continue to develop media relationships throughout Pennsylvania.
2. Establish a media plan for each campus events 
3. Ensure press releases are prepared and released in advance for campus events and activities.
4. Establish sponsorship opportunities to assist in underwriting college events.

Person(s) Responsible:  Chad Baker, Allen Tate, Alumni Office
Cost:  A self sustaining and profitable event
Time Line:  June 30, 2010

Strategy 2.7  Implement a self-sustaining infrastructure to support ongoing marketing efforts after
              two years. 

Action Steps
1. Determine a marketing budget and establish it as an annual line item.
2. Recommend consistent marketing staffing needed to conduct ongoing marketing efforts.
  
Persons Responsible:  Allen & Chad
Cost:  To be determined based on marketing plan and research. 
Time Line:  2 years


GOAL #3
Develop, implement, communicate, annual planning and assessment process
that links goals, budget allocations, and outcomes.

Strategic Priority – Continuous Improvement
Committee: Betty Tompos, Division Chairs

Performance Measures
* The annual planning, budget, and assessment process is formalized.
* Information for the annual planning, budget and assessment process is transparent and easily accessible to TSCT community as measured by the annual assessment (TBD)
* The annual planning, budget, and assessment process is effective and efficient as determined by annual feedback and evaluations.  (TBD)

Strategy 3.1  Define, implement, communicate and evaluate the TSCT strategic planning and annual planning process. 

Action Steps
1. Prepare a written strategic planning policy for all institutional stakeholders.
2. Prepare a written annual planning policy for all institutional stakeholders.
3. Prepare a flowchart for the planning process.
4. Communicate and educate TSCT stakeholders on the planning process.
5. Post all relevant documents to a TSCT planning, assessment and budget intranet site.  This includes but is not limited to the following:
      * Strategic planning calendar
      * Annual planning calendar
      * Quarterly updates and progress
6. Align planning process with budget calendar. 

Person(s) Responsible:  Maria Querry, Betty Tompos
Cost:  TBD
Time Line: Evaluate the TSCT planning process annually for improvement.


Strategy 3.2  Define implement, communicate and evaluate the annual TSCT assessment process.

Action Steps
1. Prepare a written assessment policy for all institutional stakeholders.
2. Communicate and educate TSCT stakeholders on the institutional assessment process.
3. Post all relevant documents to a TSCT planning and assessment and budget intranet site.  That include but are not limited to the following:
      * Annual calendar of institutional assessments
      * Results of institutional, departmental and program assessments and data.
      * Evaluate the TSCT assessment process periodically for improvement. 

Person(s) Responsible:  Maria Querry, Vice Presidents
Cost:  TBD
Time Line:  Evaluate the TSCT planning process annually for improvement.


Strategy 3.3  Define, implement, communicate and evaluate the annual TSCT budget process.

Action Steps
1. Prepare a written TSCT budget policy and or guidelines for use by all institutional stakeholders.
2. Prepare a flowchart for the planning process.
3. Communicate and educate TSCT stakeholders on the budget process.
4. Post all relevant documents to a TSCT planning, assessment and budget intranet site.  This includes but is not limited to the following:
      * Annual budget planning calendar and timelines.
      * Departmental budget and allocations.
      * Mid-year budget and allocation review.
5. Evaluate the annual budget and planning process.

Person(s) Responsible:  Betty Tompos
Cost:  TBD
Time Line:  Evaluate the TSCT planning process annually for improvement.


 Strategy 3.4  Create an institutional intranet site that contains all material related to the TSCT institutional planning, budget and assessment process.

Action Steps
1. IT department creates intranet site.
2. Determine persons/offices with privileges to update and maintain site.
3. Inform TSCT community about the intranet site and contents available for use.

Person(s) Responsible:  Maria Querry, Betty Tompos
Cost:  TBD
Time Line:  Evaluate the TSCT planning process annually for improvement.
 

Action Steps
1. Summarize, prioritize and communicate current building/HVAC deficiencies to the President and Facilities management
2. Ensure that all funding proposals include adequate consideration and clear identification of physical space needs
3. Develop a long-range space plan for the college that addresses projected needs and work with the administration on the implementation of this plan 


GOAL #4
Enhance programming and services that meet the needs and increase success
of diverse under-resourced student populations

Strategic Priority –Student Success
Committee: Sub-Committee

Performance Measures      
* Identify trends in specific population to which theses students belong based on demographic information.

Strategy 4.1  Analyze data to identify and prioritize the most under-resourced student populations.

Action Steps
1. Request data to be reviewed to identify the most under-resourced students
2.  Prioritize populations of under-resourced students to determine which groups are in greatest need.

Person(s) Responsible:  Sub-Committee
Cost:  TBD
Time Line:  TBD
 
Performance Measures      
* With the needs of each under-resourced student population identified
* Provide research on best practices to improve persistence
* Graduation rate for these specific populations of students.


Strategy 4.2  Identified best practices by population.

Person(s) Responsible:  Sub-Committee
Cost:  TBD
Time Line:  TBD

Performance Measures    
* Inventory best practices that the College has adopted and implemented.
* Determine if an evaluation of these services has been conducted and review any pertinent data.
* If data does not exist, conduct and evaluation to determine if the current resource allocation for best practice is sufficient for it to be effective.


Strategy 4.3  Inventory and evaluate which best practices the College has adopted and determine if sufficient resources are allocated.

Person(s) Responsible:  Sub-Committee
Cost:  TBD
Time Line:  TBD

Performance Measures 
* Ongoing assessment and evaluation of best practice effects on student persistence and graduation rate compared to baseline data.


Strategy 4.4  Sustain or Implement best practices for increasing persistence and graduation of under-resourced students across the identified populations.

Person(s) Responsible:  Sub-Committee
Cost:  TBD
Time Line:  TBD


GOAL #5
Increase classroom technology to support multi-modal instructional delivery strategies
Strategic Priorities – Flexible Programming
Committee: Don Hart, Kevin Flory, Dave Manning

Performance Measures
* "In order to sustain a high quality learning and scholarly environment, it is essential to have in place a quality collegiate infrastructure that is maintained and upgraded on a continuing basis.  Sufficient "smart" classrooms, computer labs, modern laboratory instrumentation, secure facilities and network access, and an adequate technical support staff and budget are all critical to providing that infrastructure for a college of science."
* Upgrade list attached

Strategy 5.1 Develop and recommend a College wide classroom improvement plan.

Action Steps
1. Conduct an audit of the teaching staff for basic classroom needs
2. Establish a classroom minimum standard for equipment
3. Develop basic classroom request priorities and objectives for the College
4. Develop priority list of classrooms in greatest need of basic requirements


Strategy 5.2 Develop and recommend a College wide classroom technology plan.

Action Steps
1. Conduct an audit of the teaching staff for classroom technology needs
2. Establish a classroom minimum standard for new classroom technology
3. Develop classroom technology request priorities and objectives for the College
4. Develop priority list of college programs with the greatest needs for new classroom technology.
5. Training for faculty regarding new classroom technology


Strategy 5.3 Acquire adequate HVAC systems for the classrooms

Action Steps
1. Summarize, prioritize and communicate current building/HVAC deficiencies to the President and Facilities management
2. Ensure that all funding proposals include adequate consideration and clear identification of physical space needs
3. Develop a long-range space plan for the college that addresses projected needs and work with the administration on the implementation of this plan