INSTITUTIONAL EFFECTIVENESS
September 2011 INSTITUTIONAL EFFECTIVENESS REPORT
Table of Contents
INTRODUCTION ...............................................................................................................................1
SECTION A: Planning Initiatives… ................................................................................................2
SECTION B: Institutional Priorities................................................................................................30
SECTION C: Institutional Indicators ..............................................................................................36
SECTION D: External Honors and Recognition .............................................................................41
Index of Tables
TABLE I :
TABLE II:
TABLE III:
TABLE IV:
TABLE V:
TABLE VI:
3-Year Planning Outcomes Supported by SPIF ....................................................... 3
3-Year Planning Outcomes Not Supported by SPIF ................................................13
Number of Outcomes Attempted ..............................................................................29
Institutional Priorities ...............................................................................................32
Institutional Indicators ..............................................................................................40
External Honors and Recognition ............................................................................41
Index of Graphs
Graph 1a:
Graph 1b:
Graph 2:
Graph 3:
Graph 4:
Graph 5:
Graph 6:
Graph 7:
4-Year Graduation Rates ..........................................................................................36
6-Year Graduation Rates ..........................................................................................36
SAT Combined Scores .............................................................................................37
1st to 2nd Year Retention Rates..................................................................................37
Operating Expenditures ............................................................................................38
Student/Faculty Ratio ...............................................................................................38
Class Size .................................................................................................................39
Financial Ratios ........................................................................................................39
i.
This Institutional Effectiveness report is comprised of selected data points that measure Ramapo
College’s progress toward achieving mission and goals, institutional priorities, institutional indicators
and chronicling external honors and special recognitions Ramapo College has received. The primary
purpose of this report is to present evidence of the ways in which the college is accomplishing its
mission and goals.
Institutional effectiveness (although a continuous process) will be formalized in report form every three
years. This is the first of such reports. The information provided will be utilized to gauge progress
made towards achieving Strategic Planning goals during planning cycle FY 2009 - FY 2011 (1) and will
be used to inform Strategic Planning updates and modifications (done every 5-yrs). The first Strategic
Planning update will be completed in FY 2012. Insights gleaned from this report serve to provide
awareness and support data-informed decision making that guides the institution toward its vision. The
next Institutional Effectiveness Report will address progress made in planning cycle FY 2012 - FY 2014
and will be made available in fall 2014.
This first Effectiveness Report finds Ramapo; meeting more than 64% of planning initiatives,
successfully addressing all institutional priorities, and progressing toward targets of institutional
indicators.
Planning initiative, priority, indicator and externally granted honors and recognition award
datum will be provided to support statements of effectiveness made in this report.
(1) The due date for FY 2011 assessment and planning reports is September 30, 2011. All FY 2011 information may not be included in this report.
Effectiveness, Research and Planning Page 1 of 42 A.
Planning Initiatives
The planning and assessment reports of all administrative and service units are submitted and thoroughly
reviewed annually.
Planning initiative datum is organized into four sections: Table 1, initiatives
financially supported by the Strategic Planning Initiative Fund (SPIF) and their relationship to vision,
mission, guiding principles, general education, strategic goals, institutional priorities and indicators;
Table II, initiatives not provided additional funding, and their relationship to vision, mission, guiding
principles, general education, strategic goals, institutional priorities and indicators; Table III, aggregate
data summary of planning initiatives; and Table IV a quantitative accounting of individual planning
initiatives and the strategic planning category with which they are associated.
Please note: Strategic planning initiatives listed under Academic Excellence (Strategic Goal 1 (SG1)),
Investing in the Future (Strategic Goal 2 (SG2)), and Enriching College Life and Community Presence
(Strategic Goal 3 (SG3)) represent the reported associations made by all users involved in an initiative.
Associations with guiding principles were added [by whom] if not included in WEAVE reports.
“Entities’ served” is not exclusive to or limited to those listed. The last column, “outcome informed by”
includes WEAVE reported information and institutionally collected data.
Effectiveness, Research and Planning Page 2 of 42 Table I
3- Year Planning Outcomes supported by the Strategic Planning Initiative Fund by Strategic Goal
Goal # 1
Academic
Excellence
AACSB
Accreditation
Vision
Mission
X
X
Adult Degree
Program
Guid
Prin
0.2,
0.5
All College Honors
Convocation
0.2
Address Deferred
Maintenance
Center for Innovative
and Professional
Learning
0.2
College Honors
Program
X
Cross Cultural
Education
X
DAC
X
0.2
0.3
GenEd/
Curr
Goal #1
Academic
Excellence
Institutional
Priorities
Entities Served:
Outcome informed by:
1.3, 1.4, 1.6
international and
national
reputation
AACSB accreditation
requirements, internal
competencies, market demand
1.1, 1.4, 1.5
students,
potential
financial
performance
revenue
generation
1.4
enhance
student
engagement
teaching
excellence,
academic
excellence
1.6
renovating
academic/ad
ministrative
space
Community
1.4
revenue
generation
students,
potential
financial
performance
Internal competencies, market
demand, programs in demand
informed by Carnegie Survey,
declining state funding Attachment 4
and 5
Existing programming
improvement
Facility Condition Assessment
Report Attachment 15
Market trends, programs in
demand informed by Carnegie
Survey, declining state funding
Attachment 4 and 5
teaching
excellence,
academic
excellence
Existing programming
improvement
1.1, 1.4
realizing pillars
Existing programming
improvement
1.5
inclusive
excellence,
campus climate
NSSE, Campus Climate,
Graduating Senior Survey's
1.4
Attachments 3, 10, 11
Dean's Scholarship
Reception
1.1, 1.4
enrollment
planning
Increase the number of yield
events for scholarship students
ESL Market
Research Consultant
1.4
academic
planning
Prior program discontinued
Faculty Development
(asso. w/ AACSB
accred.)
1.3
Faculty travel
1.3
Effectiveness, Research and Planning teaching
excellence,
faculty
development
teaching
excellence,
faculty
development
AACSB accreditation
requirements
Existing travel budgets
Page 3 of 42 Table I
3- Year Planning Outcomes supported by the Strategic Planning Initiative Fund by Strategic Goal
Goal # 1
Academic
Excellence (cont.)
Vision
Mission
Guid
Prin
GenEd/
Curr
Fellowship Office
Full funding of the
first year cost of
attendance for
disadvantaged
students.
X
0.3
0.1,
0.6
inclusive
excellence
Benchmarking with NJ State
College/University scholarship
opportunities, maintaining
competitive edge
1.2
Middle
States
Expectation
liberal arts
Middle States Expectation
9
realizing pillars
Existing programming
improvement
X
1.1, 1.4
realizing pillars
Existing programming
improvement
1.1, 1.5
inclusive
excellence,
campus climate,
enrollment
planning
Enrollment planning Attachment 8
1.1
student
engagement
Best practice, new leadership in
Cahill
1.4
students,
potential
financial
performance
Internal competencies, market
trends, discipline specific
consultants
1.4
students,
potential
financial
performance
Internal competencies, market
trends, declining state funding,
on-line course evaluations
0.2
1.4
teaching
excellence,
academic
excellence
Best practice, market trends,
keeping up to date with
technology, maintaining
competitive edge
0.2
1.4
enhance
student
engagement
students
Internal competencies, best
practice, market trends
1.1, 1.3, 1.4
enhance
student
engagement
teaching
excellence,
academic
excellence
Best practice, GSS Attachment 10
0.1,
0.2,
0.4
X
0.2
On-line course startup
0.2
Open Source Library
System
Effectiveness, Research and Planning Academic planning
priority
established
in 2006
2.1,
2.2,
2.3
revenue
generation
Student/faculty
research
faculty
development
1.1, 1.4
Master's program
start-up costs
Student Learning
Communities
Outcome informed by:
1.5
1
through
Entities Served:
X
International
Recruitment
Leaders in Service
program
Institutional
Priorities
1.3
GECCO Summer
Stipends
Interdisciplinary
course design
International and
Cross-Cultural
Education
Goal #1
Academic
Excellence
X
X
Page 4 of 42 Table I
3- Year Planning Outcomes supported by the Strategic Planning Initiative Fund by Strategic Goal
Goal # 1
Academic
Excellence (cont.)
Vision
Study Abroad
Curriculum
Development
Mission
Guid
Prin
GenEd/
Curr
0.1,
0.5
X
1.1
TAS Advisory Board
Goal # 2
Investing in the
Future (cont.)
Institutional
Priorities
enhance
student
engagement
X
Vision
X
1.4
X
1.6
Mission
Adult Degree
Program
Guid
Prin
0.2,
0.5
GenEd/
Curr
Goal #2
Investing in
the Future
2.2
Budget Modeling
Software
0.5
2.4, 2.5
Business Continuity
and Emergency
Planning
0.5,
0.6
2.1
Address Deferred
Maintenance
0.5
2.1
Center for Innovative
and Professional
Learning
Cross Cultural
Education
Effectiveness, Research and Planning 0.2
X
Entities Served:
Outcome informed by:
realizing pillars
Best practice, NSSE survey and
COPLAC comparison re study
abroad participation Attachment 3
program
enhancement,
potential revenue
streams
teaching
excellence,
academic
excellence
1.4
TAS Honors
Program
Trading Lab
operating expenses
Goal #1
Academic
Excellence
Institutional
Priorities
revenue
generation
Cost of operation
Entities Served:
Outcome informed by:
students,
potential
financial
performance
safety/compliance
2.2
2.7
requirements,
community
revenue
generation
Best practice
students,
recruitment
efforts
financial
performance,
planning
Best practice
Internal competencies, market
demand, programs in demand
informed by Carnegie Survey,
declining state funding Attachment 4
and 5
Evaluation of modeling software
available
Continuity of operation, risk
analysis, best practice
institutional
planning
Facility Condition Assessment
Report Attachment 15
students,
potential
financial
performance
Market trends, programs in
demand informed by Carnegie
Survey, declining state funding
realizing pillars
Attachment 4 and 5
Existing programming
improvement
Page 5 of 42 Table I
3- Year Planning Outcomes supported by the Strategic Planning Initiative Fund by Strategic Goal
Goal # 2
Investing in the
Future (cont.)
Vision
Mission
Guid
Prin
GenEd/
Curr
Goal #2
Investing in
the Future
Institutional
Priorities
DAC
X
Full funding of the
first year cost of
attendance for
disadvantaged
students.
X
0.3
2.7
0.3
2.7
priority
established
in 2006
Master's program
start-up costs
0.2
On-line course startup
2.2
0.2
Open Source Library
System
0.2
Feasibility Study
(50%)
revenue
generation
inclusive
excellence,
campus climate
NSSE, Campus Climate,
Graduating Senior Survey's
inclusive
excellence
students,
potential
financial
performance
Attachments 3, 10, 11
Financial aid trend data IP FY 2005
Attachment 6
, benchmarking with NJ
State College/University scholarship
opportunities, maintaining
competitive edge
Internal competencies, market
trends, discipline specific
consultants
2.2
Internal competencies, market
trends, declining state funding,
on-line course evaluations
2.1
teaching
excellence,
academic
excellence
Best practice, market trends,
keeping up to date with
technology, maintaining
competitive edge
financial
performance
Data needed prior to campaign
potential
revenue stream
Marketing/communication
Entities Served:
Outcome informed by:
revenue
generation
Goal #3
Enriching College
Life and
Community
Presence
Outcome informed by:
students,
potential
financial
performance
2.2
Marketing for all
new programming
Entities Served:
2.1
Vision
Adult Degree
Program
College Honors
Program
Effectiveness, Research and Planning Mission
Guid
Prin
0.2,
0.5
0.2
GenEd/
Curr
Goal #3
Enriching
College
Life and
Community
Presence
3.4
3.2
Institutional
Priorities
revenue
generation
enhancing
student
engagement
students,
potential
financial
performance
teaching
excellence,
academic
excellence
Internal competencies, market
demand, programs in demand
informed by Carnegie Survey,
declining state funding Attachment 4
and 5
Existing programming
improvement
Page 6 of 42 Table I
3- Year Planning Outcomes supported by the Strategic Planning Initiative Fund by Strategic Goal
Goal #3
Enriching College
Life and
Community
Presence (cont.)
Vision
Mission
Guid
Prin
GenEd/
Curr
Goal #3
Enriching
College
Life and
Community
Presence
Business Continuity
and Emergency
Planning
0.5,
0.6
3.5
Address Deferred
Maintenance
0.5
3.7
Center for Innovative
and Professional
Learning
DAC
0.2
X
0.3
Institutional
Priorities
Entities Served:
safety/compliance
3.1, 3.2, 3.4
requirements,
community
revenue
generation
3.7
institutional
planning
students, potential
financial
performance
Outcome informed by:
Continuity of operation, risk
analysis, best practice
Facility Condition Assessment
Report Attachment 15
Market trends, programs in
demand informed by Carnegie
Survey, declining state funding
Attachment 4 and 5
inclusive
excellence,
campus climate
NSSE, Campus Climate,
Graduating Senior Survey's
Attachments 3, 10, 11
Dean's Scholarship
Reception
3.1, 3.2. 3.4,
3.7
enrollment
planning
Increase the number of yield
events for scholarship students
ESL Market
Research Consultant
3.8
academic
planning
Prior program discontinued
3.6
student
engagement
Best practice, new leadership in
Cahill
students, potential
financial
performance
Internal competencies, market
trends, discipline specific
consultants
Best practice, market trends,
keeping up to date with
technology, maintaining
competitive edge
Leaders in Service
program
X
Master's program
start-up costs
0.2
Open Source Library
System
Student Learning
Communities
Study Abroad
Curriculum
Development
Effectiveness, Research and Planning X
3.1, 3.2, 3.4
revenue
generation
0.2
3.8
teaching
excellence,
academic
excellence
0.2
3.6
students
Internal competencies, best
practice, market trends
realizing pillars
Best practice, NSSE survey and
COPLAC comparison re study
abroad participation Attachment 3
enhancing
student
engagement
X
0.1,
0.5
3.2
Page 7 of 42 Table I
3- Year Planning Outcomes supported by the Strategic Planning Initiative Fund by Strategic Goal
Goal #3
Enriching College
Life and
Community
Presence (cont.)
Vision
Mission
Survey
administration (stopouts)
0.6
TAS Advisory Board
GenEd/
Curr
3.8
3.8
TAS Honors
Program
Trading Lab
operating expenses
Guid
Prin
Goal #3
Enriching
College
Life and
Community
Presence
X
Effectiveness, Research and Planning X
3.2
X
3.1
Institutional
Priorities
Entities Served:
Outcome informed by:
student
satisfaction, inst.
planning
Need to know why students
dropped out
program
enhancement,
potential revenue
streams
teaching
excellence,
academic
excellence
students,
recruitment
efforts
Best practice
Best practice
Cost of operation
Page 8 of 42 Table I
3-Year Planning Outcomes supported by the Strategic Planning Initiative Fund
Strategic Goals #1, #2, #3 in alphabetical order
Vision
AACSB
Accreditation
X
Adult Degree
Program
Mission
Guid
Prin
GenEd/
Core
Curr
SG
1
SG
2
SG
3
1.3,
1.4,
1.6
X
0.2,
0.5
1.1,
1.4,
1.5
2.2
3.4
revenue
generation
3.2
enhancing
student
engagement
All College
Honors
Convocation
0.2
Budget Modeling
Software
0.5
2.4,
2.5
Business
Continuity and
Emergency
Planning
0.5,
0.6
2.1
3.5
Address Deferred
Maintenance
0.5
2.1
3.7
Center for
Innovative and
Professional
Learning
Institutional
Priorities
0.2
1.4
Entity Served:
Outcome informed by:
international and
national
reputation
AACSB accreditation
requirements, internal
competencies, market
demand
students, potential
financial
performance
Internal competencies,
market demand,
programs in demand
informed by Carnegie
Survey, declining state
funding Attachment 4 and 5
teaching
excellence,
academic
excellence
Existing programming
improvement
financial
performance,
planning
Evaluation of modeling
software available
safety/compliance
1.6
1.4
2.2
3.1,
3.2,
3.4
requirements,
community
institutional
planning
revenue
generation
students, potential
financial
performance
Continuity of operation,
risk analysis, best
practice
Facility Condition
Assessment Report
Attachment 15
Market trends,
programs in demand
informed by Carnegie
Survey, declining state
funding
Attachment 4 and 5
Effectiveness, Research and Planning Page 9 of 42 Table I
3-Year Planning Outcomes supported by the Strategic Planning Initiative Fund
Strategic Goals #1, #2, #3 in alphabetical order
(cont.)
Vision
Mission
College Honors
Program
X
Cross Cultural
Education
X
DAC
X
Guid
Prin
GenEd/
Core
Curr
0.2
SG
1
SG
2
Institutional
Priorities
Entity Served:
Outcome informed by:
teaching
excellence,
academic
excellence
Existing programming
improvement
2.7
realizing pillars
Existing programming
improvement
2.7
inclusive
excellence,
campus climate
1.4
3.2
1.1,
1.4
0.3
SG
3
1.5
3.7
NSSE, Campus
Climate, Graduating
Senior Survey's
Attachments 3, 10, 11
Dean's Scholarship
Reception
1.1,
1.4
3.1,
3.2.
3.4,
3.7
enrollment
planning
Increase the number of
yield events for
scholarship students
ESL Market
Research
Consultant
1.4
3.8
academic
planning
Prior program
discontinued
1.3
teaching
excellence,
faculty
development
AACSB accreditation
requirements
1.3
teaching
excellence,
faculty
development
Existing travel budgets
financial
performance
Data needed prior to
campaign
faculty
development
Academic planning
priority
established
in 2006
inclusive
excellence
Benchmarking with NJ
State College/University
scholarship opportunities,
maintaining competitive
edge
Middle
States
Expectation
liberal arts
Middle States
Expectation
realizing pillars
Existing programming
improvement
Faculty
Development
(asso. w/ AACSB
accred.)
Faculty travel
Feasibility Study
(50%)
2.2
Fellowship Office
Full funding of the
first year cost of
attendance for
disadvantaged
students.
1.3
X
GECCO Summer
Stipends
Interdisciplinary
course design
Effectiveness, Research and Planning revenue
generation
0.3
0.1,
0.6
X
1.5
2.7
1
through
1.2
9
1.1,
1.4
Page 10 of 42 Table I
3-Year Planning Outcomes supported by the Strategic Planning Initiative Fund
Strategic Goals #1, #2, #3 in alphabetical order
(cont.)
Vision
International and
Cross-Cultural
Education
Mission
GenEd/
Core
Curr
X
0.1,
0.2,
0.4
International
Recruitment
Leaders in Service
program
Guid
Prin
X
2.1,
2.2,
2.3
SG
1
SG
3
Outcome informed by:
1.1,
1.4
realizing pillars
Existing programming
improvement
1.1,
1.5
inclusive
excellence,
campus climate,
enrollment
planning
0.2
On-line course
start-up
0.2
Open Source
Library System
Student Learning
Communities
X
Student/faculty
research
X
X
1.4
1.4
0.2
1.4
0.2
1.4
Attachment 8
Best practice, new
leadership in Cahill
revenue
generation
potential revenue
stream
Marketing/communication
s
2.2
3.1,
3.2,
3.4
revenue
generation
students, potential
financial
performance
Internal competencies,
market trends,
discipline specific
consultants
2.2
3.1,
3.2,
3.4
revenue
generation
students, potential
financial
performance
Internal competencies,
market trends, declining
state funding, on-line
course evaluations
revenue
generation
teaching
excellence,
academic
excellence
Best practice, market
trends, keeping up to
date with technology,
maintaining competitive
edge
students
Internal competencies,
best practice, market
trends
3.6
2.1
3.8
3.6
1.1,
1.3,
1.4
0.1,
0.5
Enrollment planning
student
engagement
1.1
2.1
Master's program
start-up costs
Institutional
Priorities
Entity Served:
Marketing for all
new programming
Study Abroad
Curriculum
Development
SG
2
enhancing
student
engagement
1.1
3.2
teaching
excellence,
academic
excellence
realizing pillars
Best practice, GSS
Attachment 10
Best practice, NSSE
survey and COPLAC
comparison re study
abroad participation
Attachment 3
Effectiveness, Research and Planning Page 11 of 42 Table I
3-Year Planning Outcomes supported by the Strategic Planning Initiative Fund
Strategic Goals #1, #2, #3 in alphabetical order
(cont.)
Vision
Mission
Survey
administration
(stop-outs)
GenEd/
Core
Curr
SG
1
SG
2
0.6
TAS Advisory
Board
1.4
TAS Honors
Program
Trading Lab
operating expenses
Guid
Prin
X
Effectiveness, Research and Planning SG
3
Institutional
Priorities
Entity Served:
Outcome informed by:
3.8
student
satisfaction, inst.
planning
Need to know why
students dropped out
3.8
program
enhancement,
potential revenue
streams
Best practice
Best practice
Cost of operation
X
1.4
3.2
teaching
excellence,
academic
excellence
X
1.6
3.1
students,
recruitment
efforts
Page 12 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal # 1
Academic
Excellence
Vision
Establish College Honors
Symposium
Mission
Guid
Prin
X
FYE Board is established
and will meet monthly.
Develop new plan for
operations in Academic
Advisement
TAS Research Honors
program increased student
and faculty participation
by almost 100% over the
past four(4) years
X
Goal # 1
Academic
Excellence
Diversity Awareness
Committee
X
Increased student use of
Women's Center by 10%
X
Best practice
1.2, 1.4
teaching
excellence
academic
excellence
Best practice
1.2
student services
1.4
teaching
excellence
academic
excellence
Student
participation data
teaching
excellence
Best practice
0.5,
0.6
Integrate global pillars in
all Study Abroad
curricular planning
Effectiveness, Research and Planning X
1.3
0.3
1.5
community
Campus Climate
Survey
1.5
community
1 minute student
survey
1.7
student services
GSS Attachment 10
1.7
external
communication,
potential revenue
stream
Inst
Advancement
Planning
0.5
1.7
external
communication,
potential revenue
stream
Inst
Advancement
Planning
0.1
1.1, 1.4
enhancing student
engagement
GSS Attachment 10
NSSE Attachment 3
best practice
0.1,
0.2
0.5
Successfully developed itune templates to support
e-marketing efforts for
fund raising and
recruitment efforts.
Outcome
informed by:
1.2, 1.4
All students are billed
electronically
Increase pitches to state,
regional and national
media outlets to increase
the public's awareness of
Ramapo College of NJ.
Entity Served:
teaching
excellence
academic
excellence
X
Faculty will participate in
teaching circles and
learning communities (25
percent)
Institutional
Priorities
revenue generation
realizing pillars
Pillar Task Force
Reports Attachment 9
Page 13 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal # 1
Academic
Excellence (cont.)
Vision
Integrated global nursing
mission to match global
and experiential pillars of
Ramapo - global nursing
included in curricular
constructs
Re-establish International
Education mission
Created continuing
calendar for academic
year.
X
Guid
Prin
Goal # 1
Academic
Excellence
X
0.1
X
Mission
Entity Served:
Outcome
informed by:
1.1, 1.2, 1.4
realizing pillars
Best practice
0.1
1.1
realizing pillars
Pillar Task Force
Reports Attachment 9
0.6
1.4
community
1.3
faculty/institution
Fellowship Office
Institutional
Priorities
Assessment of
existing
schedules
Academic
planning Attachment
12
Master Plan draft was
prepared by URS/HERA,
consulting engineers and
architects lays out
alternatives for new or
refurbished facilities
A new fee structure in
place for undergraduate
PLEX and procedures
approved by Graduate
Council
Develop expertise in
Business Continuity
Planning and Emergency
Response Planning.
Received ABCP
certification from Disaster
Recovery Institute
International
Developed EPP website.
Effectiveness, Research and Planning facilities
planning
1.7
0.2
1.2
0.2
1.4
0.2
1.7
revenue generation
Consulting
engineers
financial
performance
Assessment of
existing fee
structure
community
Continuity of
operation
standards, risk
analysis, state
and federal safety
regulations, best
practice
community
Continuity of
operation
standards, risk
analysis, state
and federal safety
regulations, best
practice
Page 14 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal # 1
Academic
Excellence (cont.)
Vision
Mission
Guid
Prin
Goal # 1
Academic
Excellence
American Democracy
committee constituted
student involvement in
civic engagements and
elections. Monthly cafe
demos - voters registration
on campus
X
1.2
Hosted five prominent
speakers (well respected
in their academic field)
annually who connect
their programs to the
academic curriculum.
X
Integrated FUN project
into Patterns of
Community Health course
X
Goal # 2
Investing in the
Future
Vision
Mission
Institutional
Priorities
Entity Served:
Outcome
informed by:
community
Civic
engagement,
elections
1.4
community
Researching
speakers
0.1
1.4
students
Guid
Prin
Goal # 2
Investing in the
Future
enhancing student
engagement
Institutional
Priorities:
Academic
standards
Outcome
informed by:
Entity Served:
Develop new plan for
operations in Academic
Advisement
X
0.5,
0.6
2.1
student services
GSS Attachment 10
NSSE Attachment 3
best practice
Diversity Awareness
Committee
X
0.3
2.7
community
Campus Climate
Survey
Increased use of student
Women’s Center by 10%
X
2.7
community
1 minute student
survey
2.6
student services
GSS Attachment 10
All students are billed
electronically
Effectiveness, Research and Planning Page 15 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal # 2
Investing in the
Future (cont.)
Vision
Mission
Guid
Prin
Goal # 2
Investing in the
Future
All Residential Locks are
changed from keys to
swipe or keypad entry.
Institutional
Priorities:
Entity Served:
Outcome
informed by:
2.1
student services
Facility upgrade
efficient use and
provision of
human and
material
resources
Best practice
Combine all utility usage
and costs for the past three
years into a single
database.
0.5,
0.6
2.1
Deployed Banner Web
Time Entry to Faculty and
Staff
0.5,
0.6
2.1
Digitize Employee
Records
0.5,
0.6
2.1, 2.6
Entire campus is utilizing
recycled cartridges.
0.5,
0.6
2.6
sustainability
Green standards
Implement Tuition
Payment Plan
0.5,
0.6
2.2
student services
GSS Attachment 10
NSSE Attachment 3
Provide WEAVE training
for managers
0.5,
0.6
2.1, 2.6
Monies from art
endowment financing the
storage vault.
0.5,
0.6
2.1
Train hiring managers and
search chairs on
complexities of hiring
foreign nationals.
0.3
2.7
employees
US Gov/State
regulations
Implement on-line
Affirmative Action
training module training
module.
0.3
2.7
employees,
campus climate
EEO compliance
Effectiveness, Research and Planning efficient use and
provision of
human and
material
resources
SCT
GSS Attachment 10
NSSE Attachment 3
efficient use and
provision of
human and
material
resources
Page 16 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal # 2
Investing in the
Future (cont.)
Vision
Mission
Identified and researched
a minimum of 25 new
major gift prospects
(estimated giving ability
of $10K+ over five years).
0.5
Researched parents of
incoming students with
goal of continuing to grow
Parents' Council
participation and fund.
Successfully design and
launch a comprehensive
capital campaign to secure
funding to support the
strategic initiatives of the
College and to
dramatically enhance the
long-term support
available from endowment
funds
Successfully developed itune templates to support
e-marketing efforts for
fund raising and
recruitment efforts.
Enrolled 897 freshmen,
589 transfer students, 179
(19.9%) freshmen students
from minority
backgrounds
Created representative
committee to evaluate
SPIF requests
Centralize survey
administration
Effectiveness, Research and Planning Goal # 2
Investing in the
Future
X
X
X
Outcome
informed by:
Entity Served:
Inst
Advancement
Planning
2.1, 2.2
external
communication,
potential revenue
stream
Inst
Advancement
Planning
2.2
external
communication,
potential revenue
stream
Inst
Advancement
Planning
2.2, 2.3
revenue generation
external
communication,
potential revenue
stream
Inst
Advancement
Planning
revenue generation
external
communication,
potential revenue
stream
Inst
Advancement
Planning
realizing pillars
Best practice
2.2
0.5
0.5
Institutional
Priorities:
external
communication,
potential revenue
stream
0.5
Marketing for all new
programming
Integrated global nursing
mission to match global
and experiential pillars of
Ramapo - global nursing
included in curricular
constructs
Guid
Prin
0.5
2.3
0.1
2.7
0.5,
0.6
2.1, 2.7
0.6
0.5,
0.6
revenue generation
Enrollment
Management Plan
strategic
planning
Attachment 8
2.1
strategic
planning
Strategic plan,
survey
instruments,
benchmarking
data
2.1
efficient use and
provision of
human and
material
resources
Danger of oversurveying student
population
Page 17 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal # 2
Investing in the
Future (cont.)
Vision
Mission
Guid
Prin
Relocate the Mailroom
sorting operation and
combine it with the
Receiving office in
January 2009. Consolidate
redundant activities in
both units and present one
point of contact to the
internal customers.
0.6
Develop a planning
process that links
planning, budgeting, and
assessment
0.5,
0.6
Goal # 2
Investing in the
Future
2.1
Unit functions
and
responsibilities
2.1
accountability,
credibility and
affordability
Best practice NACUBO,
Middle States,
SCUP
efficient use and
provision of
human and
material
resources
SCT
financial
performance
Existing fee
structure
0.5,
0.6
2.1
A new fee structure in
place for undergraduate
PLEX and procedures
approved by Graduate
Council
0.2
2.2
Develop expertise in
Business Continuity
Planning and Emergency
Response Planning.
Received ABCP
certification from Disaster
Recovery Institute
International
0.2
2.1
Fully implemented Crime
prevention program
0.2
2.1
Guid
Prin
Goal #3
Enriching College
Life and
Community
Presence
revenue generation
community
Vision
Establish College Honors
Symposium
Effectiveness, Research and Planning Mission
X
3.1, 3.2, 3.6
Outcome
informed by:
Entity Served:
efficient use and
provision of
human and
material
resources
Deployed Banner Web
Time Entry to Faculty and
Staff
Goal #3
Enriching College Life
and Community
Presence
Institutional
Priorities:
Institutional
Priorities
Entity Served:
teaching
excellence
academic
excellence
Continuity of
operation
standards, risk
analysis, state and
federal safety
regulations, best
practice,
Outcome informed
by:
Best practice
Page 18 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal #3
Enriching College Life
and Community
Presence (cont.)
Vision
Mission
Guid
Prin
Goal #3
Enriching College
Life and
Community
Presence
FYE Board is established
and will meet monthly.
Develop new plan for
operations in Academic
Advisement
TAS Research Honors
program increased student
and faculty participation by
almost 100% over the past
four(4) years
3.1
X
0.5,
0.6
3.7, 3.8
X
Faculty will participate in
teaching circles and learning
communities (25 percent)
Diversity Awareness
Committee
X
Increased student use of
Women's Center by 10%
X
Initiated a National Eating
Disorders Awareness Week
3.2
enhance student
engagement
Outcome informed
by:
Entity Served:
teaching
excellence
academic
excellence
Best practice
student services
GSS Attachment 10
NSSE Attachment 3
best practice
teaching
excellence
academic
excellence
Student
participation data
teaching
excellence
Best practice
0.1,
0.2
3.6
0.3
3.7
community
Campus Climate
Survey
3.7
community
1 minute student
survey
student services
Best practice
0.2,
0.4
3.2, 3.5
Combine all utility usage
and costs for the past three
years into a single database.
0.5,
0.6
3.8
Deployed Banner Web Time
Entry to Faculty and Staff
0.5,
0.6
3.8
Provide WEAVE training
for managers
0.5,
0.6
3.8
Monies from art endowment
financing the storage vault.
Revised promotion process
after successfully
negotiating with union
0.5,
0.6
3.1
0.6
3.7, 3.8
Effectiveness, Research and Planning Institutional
Priorities
efficient use and
provision of
human and
material
resources
efficient use and
provision of
human and
material
resources
Best practice
SCT
efficient use and
provision of
human and
material
resources
employees
Union contracts
Page 19 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Guid
Prin
Goal #3
Enriching College
Life and
Community
Presence
0.3
3.8
employees
US Gov/State
regulations
0.3
3.7
employees,
campus climate
EEO compliance
3.7, 3.8
external
communication,
potential revenue
stream
Inst Advancement
Planning
3.4, 3.8
external
communication,
potential revenue
stream
Inst Advancement
Planning
3.4
external
communication,
potential revenue
stream
Inst Advancement
Planning
3.8
external
communication,
potential
revenue stream
Inst Advancement
Planning
0.5
3.8
external
communication,
potential
revenue stream
Inst Advancement
Planning
Marketing for all new
programming
0.5
3.8
Prepared material for the
alumni section of the
Website.
0.5
3.4, 3.7
Goal #3
Enriching College Life
and Community
Presence (cont.)
Train hiring managers and
search chairs on
complexities of hiring
foreign nationals.
Implement on-line
Affirmative Action training
module training module.
Design a New YouTube.Edu
Site
Increase and maintain
alumni interest by daily
correspondence and updates
about alumni activities,
events, pictures as well as
college information/news.
Monitor monthly usage.
Conducted meetings and
events at the regional alumni
chapters: 1. NYC 2.
Washington DC (evaluate
ROI) 3. Trenton Region 4.
Bergen County Regional
Increase pitches to state,
regional and national media
outlets to increase the
public's awareness of
Ramapo College of NJ.
Increased quality of Ramapo
Magazine and other
publications produced by
Marketing and
Communications
Successfully developed itune templates to support emarketing efforts for fund
raising and recruitment
efforts.
Successfully provided
stewardship to Legacy
Donors
Effectiveness, Research and Planning Vision
Mission
0.5
0.5
0.5
0.5
3.8
0.5
3.8
0.5
Institutional
Priorities
Outcome informed
by:
Entity Served:
external
communication,
potential
revenue stream
external
communication,
potential
revenue stream
revenue generation
Inst Advancement
Planning
Inst Advancement
Planning
external
communication,
potential
revenue stream
Inst Advancement
Planning
external
communication,
potential
revenue stream
Inst Advancement
Planning
Page 20 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal #3
Enriching College Life
and Community
Presence (cont.)
Integrate global pillars in all
Study Abroad curricular
planning
Integrated global nursing
mission to match global and
experiential pillars of
Ramapo - global nursing
included in curricular
constructs
Vision
X
Mission
Guid
Prin
Goal #3
Enriching
College Life
and
Community
Presence
X
0.1
3.1
realizing pillars
Pillar Task Force
Reports Attachment 9
X
0.1
3.8
realizing pillars
Best practice
0.6
3.8
community
Assessment of
existing schedules
efficient use and
provision of
human and
material
resources
Danger of oversurveying student
population
community
Continuity of
operation standards,
risk analysis, state
and federal safety
regulations, best
practice,
community
Civic engagement,
elections
Created continuing calendar
for academic year.
Centralize survey
administration
0.5,
0.6
3.8
Develop expertise in
Business Continuity
Planning and Emergency
Response Planning.
Received ABCP
certification from Disaster
Recovery Institute
International
0.2
3.5
Completed evacuation drills
in all campus buildings with
evacuation time less than 10
minutes.
0.2
3.5, 3.7
Increased participation in
"Alert Me Now" to 85%
0.2
3.5
Updated the following
programs: blood borne
pathogens, storm water,
candle, sternum, fire watch,
hot work
0.2
3.5
American Democracy
committee constituted
student involvement in civic
engagements and elections.
Monthly cafe demos - voters
registration on campus
Effectiveness, Research and Planning X
3.1, 3.2
Institutional
Priorities
enhance student
engagement
Entity Served:
Outcome informed
by:
Page 21 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Goal #3
Enriching College Life
and Community
Presence (cont.)
Hosted five prominent
speakers (well respected in
their academic field)
annually who connect their
programs to the academic
curriculum.
Integrated FUN project into
Patterns of Community
Health course
Pilot gender neutral housing
program
Effectiveness, Research and Planning Vision
Mission
Guid
Prin
X
X
0.1
Goal #3
Enriching
College Life
and
Community
Presence
Institutional
Priorities
Entity Served:
Outcome informed
by:
3.1, 3.2
enhance student
engagement
community
Researching speakers
3.2
enhance student
engagement
students
Academic standards
3.7
enhance student
engagement
students
Best practice
Page 22 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Strategic Goals #1, #2, #3 in alphabetical order
Visio
n
Mission
A new fee structure in
place for
undergraduate PLEX
and procedures
approved by Graduate
Council
Guid Prin
SG1
SG2
0.2
1.2
2.2
SG3
Institutional
Priorities
Entity Served:
Outcome
informed by:
revenue
generation
financial
performance
Existing fee
structure
All Residential Locks
are changed from
keys to swipe or
keypad entry.
2.1
student services
Facility upgrade
All students are billed
electronically
1.7
student services
GSS Attachment 10
community
Civic
engagement,
elections
American Democracy
committee constituted
student involvement
in civic engagements
and elections.
Monthly cafe demos voters registration on
campus
X
3.1,
3.2
1.2
Centralize survey
administration
0.5, 0.6
2.1
Combine all utility
usage and costs for
the past three years
into a single database.
0.5, 0.6
2.1
3.8
enhancing
student
engagement
efficient use
and provision
of human and
material
resources
efficient use
and provision
of human and
material
resources
Danger of oversurveying student
population
Best practice
Completed evacuation
drills in all campus
buildings with
evacuation time less
than 10 minutes.
0.2
3.5,
3.7
community
Continuity of
operation
standards, risk
analysis, state and
federal safety
regulations, best
practice,
Conducted meetings
and events at the
regional alumni
chapters: 1. NYC 2.
Washington DC
(evaluate ROI) 3.
Trenton Region 4.
Bergen County
Regional
0.5
3.4
external
communication,
potential
revenue stream
Inst Advancement
Planning
Created continuing
calendar for academic
year.
0.6
3.8
community
Existing
schedules
Effectiveness, Research and Planning 1.4
Page 23 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Strategic Goals #1, #2, #3 in alphabetical order
Vision
Mission
Created representative
committee to evaluate
SPIF requests
Guid
Prin
SG1
0.6
Deployed Banner
Web Time Entry to
Faculty and Staff
0.5, 0.6
Design a New
YouTube.Edu Site
SG2
SG3
Institutional
Priorities
Entity Served:
Outcome
informed by:
Strategic plan,
survey
instruments,
benchmarking
data
2.1
strategic
planning
2.1
3.8
efficient use
and provision
of human and
material
resources
SCT
3.7,
3.8
external
communicatio
n, potential
revenue stream
Inst Advancement
Planning
accountability,
credibility and
affordability
Best practice NACUBO,
Middle States,
SCUP
0.5
Develop a planning
process that links
planning, budgeting,
and assessment
0.5, 0.6
Develop expertise in
Business Continuity
Planning and
Emergency Response
Planning.
0.2
1.4
2.1
3.5
community
Risk analysis,
state and federal
safety regulations,
best practice
0.5, 0.6
1.2
2.1
3.7,
3.8
student
services
GSS Attachment 10
NSSEAttachment 3
best practice
0.2
1.7
community
Risk analysis,
state and federal
safety regulations,
best practice
efficient use
and provision
of human and
material
resources
GSS Attachment 10
NSSEAttachment 3
community
Campus Climate
Survey
Develop new plan for
operations in
Academic
Advisement
X
Developed EPP
website.
Digitize Employee
Records
2.1,
2.6
0.5, 0.6
Diversity Awareness
Committee
X
0.3
Enrolled 897
freshmen, 589
transfer students, 179
(19.9%) freshmen
students from
minority backgrounds
X
0.5, 0.6
Effectiveness, Research and Planning 2.1
1.5
2.7
2.1,
2.7
3.7
strategic
planning
Enrollment
Management Plan
Attachment 8
Page 24 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Strategic Goals #1, #2, #3 in alphabetical order
Visio
n
Mission
Entire campus is
utilizing recycled
cartridges.
Establish College
Honors Symposium
Guid Prin
SG1
0.5, 0.6
X
Faculty will
participate in teaching
circles and learning
communities (25
percent)
0.1, 0.2
Fellowship Office
SG2
SG3
Institutional
Priorities
2.6
1.2,
1.4
3.1,
3.2,
3.6
1.3
3.6
enhancing
student
engagement
1.3
Entity Served:
Outcome
informed by:
sustainability
Green standards
teaching
excellence
academic
excellence
Best practice
teaching
excellence
Best practice
faculty/institution
Academic
planning Attachment
12
Fully implemented
Crime prevention
program
0.2
FYE Board is
established and will
meet monthly.
Hosted five prominent
speakers (well
respected in their
academic field)
annually who connect
their programs to the
academic curriculum.
Identified and
researched a
minimum of 25 new
major gift prospects
(estimated giving
ability of $10K+ over
five years).
Implement on-line
Affirmative Action
training module
training module.
Effectiveness, Research and Planning 0.1
X
community
Continuity of
operation
standards, risk
analysis, state and
federal safety
regulations, best
practice,
teaching
excellence
academic
excellence
Best practice
enhance
student
engagement
community
Researching
speakers
revenue
generation
external
communication,
potential
revenue stream
Inst Advancement
Planning
employees,
campus climate
EEO compliance
2.1
1.2,
1.4
3.1
1.4
3.1,
3.2
0.5
2.2
0.3
2.7
Page 25 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Strategic Goals #1, #2, #3 in alphabetical order
Visio
n
Mission
Guid Prin
Implement on-line
Affirmative Action
training module
training module.
0.3
Implement Tuition
Payment Plan
0.5, 0.6
Increase and maintain
alumni interest by
daily correspondence
and updates about
alumni activities,
events, pictures as
well as college
information/news.
Monitor monthly
usage.
Increase pitches to
state, regional and
national media outlets
to increase the
public's awareness of
Ramapo College of
NJ.
0.5
Effectiveness, Research and Planning 1.7
1.5
2.7
0.2, 0.4
Institutional
Priorities
Entity Served:
Outcome
informed by:
employees,
campus climate
EEO compliance
student services
GSS Attachment 10
NSSE Attachment 3
3.4,
3.8
external
communication,
potential
revenue stream
Inst Advancement
Planning
3.8
external
communication,
potential
revenue stream
Inst Advancement
Planning
3.5
community
continuity of
operation
standards, risk
analysis, state and
federal safety
regulations, best
practice,
3.8
external
communication,
potential
revenue stream
Inst Advancement
Planning
3.7
community
1 minute student
survey
3.2,
3.5
student services
Best practice
2.1
0.5
X
SG3
3.7
0.2
Increased quality of
Ramapo Magazine
and other publications
produced by
Marketing and
Communications
Initiated a National
Eating Disorders
Awareness Week
SG2
0.5
Increased
participation in "Alert
Me Now" to 85%
Increased student use
of Women's Center by
10%
SG1
Page 26 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Strategic Goals #1, #2, #3 in alphabetical order
Visio
n
Mission
Guid Prin
SG1
Integrate global
pillars in all Study
Abroad curricular
planning
X
0.1
1.1,
1.4
3.1
Integrated FUN
project into Patterns
of Community Health
course
X
0.1
1.4
3.2
X
0.1
1.1,
1.2,
1.4
Integrated global
nursing mission to
match global and
experiential pillars of
Ramapo - global
nursing included in
curricular constructs
Marketing for all new
programming
X
0.5
Master Plan draft was
prepared by
URS/HERA,
Monies from art
endowment financing
the storage vault.
SG2
SG3
Institutional
Priorities
enhance
student
engagement
Outcome
informed by:
realizing pillars
Pillar Task Force
Reports Attachment 9
students
Academic
standards
2.7
3.8
realizing pillars
Best practice
2.1,
2.2
3.8
external
communication,
potential
revenue stream
Inst Advancement
Planning
facilities
planning
Consulting
engineers
efficient use
and provision
of human and
material
resources
Best practice
students
Best practice
1.7
0.5, 0.6
Entity Served:
2.1
3.1
enhance
student
engagement
Pilot gender neutral
housing program
0.3
3.7
Prepared material for
the alumni section of
the Website.
0.5
3.4,
3.7
external
communication,
potential
revenue stream
Inst Advancement
Planning
3.8
efficient use
and provision
of human and
material
resources
Best practice
Provide WEAVE
training for managers
Effectiveness, Research and Planning 2.1,
2.6
0.5, 0.6
Page 27 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Strategic Goals #1, #2, #3 in alphabetical order
Visio
n
Re-establish
International
Education mission
Mission
Guid Prin
SG1
X
0.1
1.1
Relocate the
Mailroom sorting
operation and
combine it with the
Receiving
Researched parents of
incoming students
with goal of
continuing to grow
Parents' Council
participation and
fund.
Revised promotion
process after
successfully
negotiating with
union
Successfully design
and launch a
comprehensive capital
campaign to secure
funding to support the
strategic initiatives of
the College and to
dramatically enhance
the long-term support
available from
endowment funds
Successfully
developed i-tune
templates to support
e-marketing efforts
for fund raising and
recruitment efforts.
Effectiveness, Research and Planning Institutional
Priorities
Entity Served:
Outcome
informed by:
realizing pillars
Pillar Task Force
Reports Attachment 9
Unit functions and
responsibilities
0.6
2.1
0.5
2.2
external
communication,
potential
revenue stream
Inst Advancement
Planning
employees
Union contracts
3.7,
3.8
0.5
0.5
1.7
2.2,
2.3
revenue
generation
external
communication,
potential
revenue stream
Inst Advancement
Planning
2.3
revenue
generation
external
communication,
potential
revenue stream
Inst Advancement
Planning
3.8
external
communication,
potential
revenue stream
Inst Advancement
Planning
3.2
teaching
excellence
academic
excellence
Student
participation data
2.2,
2.3
0.5
X
SG3
efficient use
and provision
of human and
material
resources
0.6
Successfully provided
stewardship to Legacy
Donors
TAS Research Honors
program increased
student and faculty
participation by
almost 100% over the
past four(4) years
SG2
1.4
3.8
Page 28 of 42 Table II
Met 3-Year Planning Outcomes without Strategic Planning Initiative Funding by Strategic Goal
Strategic Goals #1, #2, #3 in alphabetical order
Visio
n
Mission
Train hiring managers
and search chairs on
complexities of hiring
foreign nationals.
Guid Prin
SG1
0.3
Updated the following
programs: blood
borne pathogens,
storm water, candle,
sternum, fire watch,
hot work
SG2
SG3
2.7
3.8
0.2
Institutional
Priorities
3.5
Entity Served:
Outcome
informed by:
employees
US Gov/State
regulations
community
Continuity of
operation
standards, risk
analysis, state and
federal safety
regulations, best
practice,
The number of initiatives attempted toward achieving Strategic Planning goals and objectives over the
past three years are summarized below:
Table III
Attempted Objectives # % 693 100% Met # 446 Partially Met # % 178 26% % 64% # 69 Not Met % 10% Source WEAVE Online
Attempted Outcomes:
Administrative unit’s strategic initiatives (multiple strategic categories)
Met:
Pre-defined measures successfully met
Partially Met:
In progress
Not Met:
Pre defined measures not met (7 initiatives listed in the not met category were
abandoned)
A quantitative accounting of documented planning initiatives can be found in Attachment 14.
Attachment 14 is included simply to provide information regarding the number of identified initiatives
in relationship to strategic goals and may be useful when refreshing the Strategic Plan.
Effectiveness, Research and Planning Page 29 of 42 B. Institutional Priorities
Strategic planning drives development of the college’s institutional goals and division objectives. All
units at the college annually engage in planning exercises that respond to these objectives and goals. The
plans that most closely address unit issues, college goals and institutional direction are approved and
eligible for SPIF funding. Upon examining Ramapo’s divisional goals and unit objectives, the following
four themes emerged as the college’s 2011 priorities.
1. Meeting Middle States Expectations
Actions Taken:
•
Institutional Performance Indicators have been clearly articulated and are purposefully
related to institutional goals and objectives.
•
An organized and sustainable assessment process for general education has been
established.
•
An organized and sustainable assessment process for academic disciplines has been
established.
•
Enrollment Management Plan has been modified to ensure congruence in efforts to attain
institutional goals.
•
Design Team Task Force convened to examine experiential component of new
curriculum.
2. Enhancing Student Engagement
Actions Taken:
•
Academic Affair planning document has included outcomes and measures to monitor this
initiative. Attachment 7
•
NSSE results have been presented and discussed at institutional and divisional retreats.
Attachment 3
3. Renovating academic and administrative space
Actions Taken:
• Planning to refurbish the four floors of G-Wing and construct a 25,000 square foot
addition
•
Renovated Student Center HVAC
•
Planning to repair academic building roofs
Effectiveness, Research and Planning Page 30 of 42 •
Addressed deferred maintenance
4. Increasing Revenue Generation
Actions Taken:
•
Center for Innovative and Professional Learning created.
•
Establishment of 3 new graduate programs.
•
Adult Learning Program created
Effectiveness, Research and Planning Page 31 of 42 Table IV
Institutional Priorities in relationship to vision, mission, guiding principles,
general education, and strategic planning goals.
1. Meeting Middle States Expectations:
Visi
on
Met all fourteen standards
required for Middle States
re-accreditation. June 24,
2010.
Institutional performance
indicators have been
clearly articulated and are
purposefully related to
institutional goals and
objectives
X
Missi
on
Guid
Prin
0.6
SG
1
1.4
0.1,
0.2,
0.4,
0.6
Established an organized
and sustainable
assessment process for
academic disciplines
0.6
Enrollment Management
Plan has been modified to
ensure congruence in
efforts to attain
institutional goals.
0.6
Design Team Task Force
convened to examine
experiential component of
new curriculum
0.1
1.1,
1.2,
2.1,
2.2,
2.3,
3.1,
3.2,
3.3
SG
3
Serves:
Outcome informed by:
accreditation
status
Middle States
Characteristics of
Excellence
Middle States Expectation
1.1,
1.2,1.
3, 1.4
liberal arts,
accreditation
status
Middle States Expectation
1.4
academic
excellence
Middle States Expectation
institutional
planning
Middle States Expectation
academic
excellence
Middle States
1.1
SG
2
institution
planning
0.6
Established an organized
and sustainable
assessment process for
general education
Effectiveness, Research and Planning GenEd/
Core
Curr
Attachment 2
Attachment 2
Attachment 2
Attachment 2
Expectation
Attachment 2
Page 32 of 42 2. Enhance Student Engagement
TABLE IV
(cont.)
Strategies for enhancing
student engagement have
been identified in the
Academic Planning
document
Visi
on
Missi
on
Guid
Prin
GenEd/
Core
Curr
S
G
1
SG
2
SG
3
0.6
3.2, 3.5
Serves:
Outcome informed by:
student
engagement,
institutional
planning
NSSE Survey Attachment 3
Student Engagement Goals &
Outcomes Attachment 7
physical
plant
An assessment of science
facility and comparison to
peer institutions by faculty in
TAS
3. Renovate academic and administrative space
Refurbish the four floors
of G-Wing and construct a
25,000 square foot
addition.
0.4
1.6
Renovate Student Center.
0.4
1.6
Repair academic building
roofs.
0.4
1.6
Increase capital reserves.
0.5
1.6
Relocate Teachers
Education
2.
1
2.
1
2.
1
3.7
3.7
3.7
physical
plant
physical
plant
Maintenance Logs; complaints
from users
Maintenance Logs; complaints
from users; Roof leaks
2.
1
3.7
institutional
planning
Facility Condition Assessment
Report Attachment 15
of deferred maintenance
0.4
2.
1
3.7
institutional
planning
Opportunity presented to colocate all TE faculty with Gwing renovation
Relocate Print Shop
0.4
2.
1
3.7
institutional
planning
Operating efficiencies
Relocate Center for
Academic Success
0.4
2.
1
3.7
institutional
planning
Added opportunities by being
located near library operating
efficiencies
Renovate Phase II housing
0.4
2.
1
3.7
physical
plant
Maintenance Logs; complaints
from users
Effectiveness, Research and Planning 1.6
Page 33 of 42 4. Increase Revenue Generation
TABLE IV
(cont.)
Developed 3 new graduate
programs in:
Environmental
Sustainability, Special
Education, and
Educational Leadership
Developed on-line
Nursing program
Developed on-line courses
Developed Adult Degree
Program
Created Center of
Innovative and
Professional Learning
Effectiveness, Research and Planning Visi
on
Miss
ion
Guid
Prin
GenEd/
Core
Curr
0.2
SG
1
1.4
0.2
0.2
0.2
2.
2
3.1,
3.2,
3.4
Serves:
Outcome informed by:
graduate
students,
potential
financial
performance
Internal competencies,
market trends, discipline
specific consultants,
declining state funding
1.4
3.1,
3.2,
3.4
students,
potential
financial
performance
1.4
2.
2
3.1,
3.2,
3.4
students,
potential
financial
performance
3.4
students,
potential
financial
performance
Internal competencies,
market demand, program
demand informed by
Carnegie Survey Attachment 5,
declining state funding
students,
potential
financial
performance
Market trends, programs in
demand informed by
Carnegie Survey, declining
state funding
1.4
SG
3
2.
2
1.1,
1.4,
1.5
0.2,
0.5
SG
2
2.
2
2.
2
3.1,
3.2,
3.4
Attachment 4
Attachment 4
Page 34 of 42 In FY 2006, four institutional priorities were identified by President Mercer.
TABLE IV
(cont.)
The Strategic Initiative
Fund was established to
ensure a funding source
for strategic initiatives.
Institutional support for
disadvantaged students
increased
Percentage of operating
expenditures in
instructional (38% pts
higher than state college
mean) and academic
support (30% pts higher
than state college mean)
2005 - 2009
Increase number of
faculty by 5 for 5 years
(10% pts higher than
state college mean)
2006 - 2010
Effectiveness, Research and Planning Vision
Mission
Guid
Prin
X
X
X
X
GenEd/
Core
Curr
SG
1
SG
2
SG
3
X
X
X
X
0.3
1.5
2.1
,
2.4
X
X
2.7
0.5,
0.6
1.4
2.1
Serves:
Outcome informed by:
Moving
forward
strategically
inclusive
excellence
Financial aid trend data IP FY
2005 Attachment 6, benchmarking
with NJ State
College/University scholarship
opportunities, maintaining
competitive edge
student
learning
Benchmarking - State of NJ
College/Universities, and
aspirational institutions
student/faculty
ratios, class
size
Ramapo College Blue
Ribbon Commission
benchmarking - State of NJ
College/Universities, and
aspirational institutions
Attachment 6
Attachment 6
Page 35 of 42 C.
Key Performance Indicators
(2)
Key Performance Indicators (KPI’s) are quantifiable measurements, agreed to beforehand, that reflect
the critical success factors of an institution. Performance indicators are monitored on an annual basis.
Ramapo has identified seven performance indicators. Objectives that have not met targets may indicate
performance needs improvement.
1. Graduation rates: 4 and 6 year Updated 2011 Data
Target: none identified
Status: improving
4 year flat (2003-2007)
6 year increased 7 percentage points (2001-2005)
Recommendation: Identify targets for next planning cycle.
Graph 1a ‐ 4 year Graduation Rate
70%
59%
60%
60%
60%
59%
2005
2006
2007
64%
50%
40%
2003
Graph 1b ‐ 6 year Graduation Rate
90%
80%
70%
2004
65%
74%
70%
75%
72%
60%
50%
40%
2001
2002
2003
2004
2005
Freshman Cohort
(2) All 2011 indicator updates not yet available.
Effectiveness, Research and Planning Page 36 of 42 2. SAT scores for entering students Updated 2011 Data
Target: Fall 2010 – 1,160
Fall 2011 – 1,168
Fall 2012 – 1,170
Status: Fall 2010 target of 1,160 was met and exceeded by 5 points. Fall 2011 target of 1,168
was met and exceeded by 2 points.
Action: Enrollment Management Plan has set targets and developed a strategy for increasing
scores of incoming freshmen involving stabilizing the size of the incoming freshmen at 900
students.
Recommendation: none Graph 2 ‐ SAT Combined Score
(reading & math, regular admits only)
1,200
1,190
1,180
1,170
1,160
1,150
1,140
Target 1,160
Actual 1,165
1,163
1,150
1,152
2007
2008
2006
Target 1,168
Actual 1,170
2009
2010
Freshman Cohort
3. Undergraduate retention rates 1st to 2nd year Updated 2011 Data
Target:
Fall 2010 – 88%
Fall 2011 – 89%
Fall 2012 – 90%
Status: Fall 2010 target of 88% was met. Fall 2011 target of 89% was not met.
Action: Enrollment Management Plan modifies strategy for improving 1st to 2nd retention rates
of incoming freshmen.
Recommendation: none
Graph 3 ‐ 1st to 2nd Retention Rate
100%
95%
90%
88%
90%
88%
TARGET 88% TARGET 89%
87% ACTUAL 88% ACTUAL 86%
2007
2008
85%
80%
2005
2006
2009
2010
Freshman Cohort
Effectiveness, Research and Planning Page 37 of 42 4. Operating Budget Expenditures Updated 2011 Data
Target: none identified
Status: Expenditures have only increased 3.8% between FY09-$117,635,000 and FY11 –
$122,120,000.
Recommendation: Identify targets or address why setting target not appropriate in Financial
Plan for next planning cycle.
Graph 4 ‐ Operating Expenditures
(000)
150,000
130,000
110,000
$100,584
$111,818
$117,635
$117,087
$122,120
FY2009
FY2010
FY2011
90,000
70,000
50,000
FY2007
FY2008
5. Student/faculty ratios
Target: none identified
Status: Increased from 17/1 to 18/1 (2006-2010)
Recommendation: Identify targets or address why setting target not appropriate in Academic
Plan for next planning cycle.
Graph 5 ‐ Student/Faculty Ratio
20
19
18
18 to 1
18 to 1
18 to 1
18 to 1
2007
2008
2009
2010
17 to 1
17
16
15
2006
Effectiveness, Research and Planning Page 38 of 42 6. Average Class Size
Target: none identified
Status: Increase in size from 22 to 23 per class (2006-2010) by design (CEP).
Recommendation: Identify targets or address why setting target not appropriate in Academic
Plan for next planning cycle.
Graph 6 ‐ Class Size
25
23
23
23
23
2007
2008
2009
2010
24
22
23
22
21
20
2006
7. Institutional Financial Viability
Target: Identified in table below
Status: All financial ratios have improved.
Recommendation: Reset targets or address why setting target not appropriate with timetable
in Financial Plan for next planning cycle.
Graph 7 – Financial Ratios
FY2006
FY2007
FY2008
FY2009
FY2010
Target/ Range
Primary Reserve Ratio
0.233
0.229
0.259
0.266
0.341
0.400
Viability Ratio
0.09
0.10
0.12
0.14
0.18
0.30
Return on Net Asset Ratio
4.98%
1.99%
13.88%
3.19%
8.96%
3%-4%
Net Operating Revenue Ratio
-0.57%
2.61%
6.38%
2.58%
5.23%
Positive
Composite Financial Index (CFI)
1.11
1.02
2.83
2.86
3.09
At least 3
Effectiveness, Research and Planning Page 39 of 42 Key Performance Indicators in relationship to vision, mission, guiding principles, general education, and
strategic planning goals.
Table V
Indicators
Vision
Mission
SG
1
Guid
Prin
SG
2
SG
3
X
X
0.5,
0.6
1.2,
1.4
Updated FY2011
SAT Scores –
Increased
1.2,
1.4,
1.5
0.1,
0.3
Updated FY2011
Retention Rate –
Decreased
Outcome informed
by:
academic
reputation among
New Jersey
College's/Univ.,
publishing house
ratings (US News,
Peterson's, etc.)
Updated FY2011
Graduation Rates 4 year flat
6 year Increased
Serves:
0.5,
0.6
3.1,
3.7
faculty,
enrollment
management,
rating among
publishing houses
(US News,
Peterson's, etc.)
students,
enrollment
management,
rating among
publishing houses
(US News,
Peterson's, etc.)
Benchmarking State of New Jersey
College/Universities,
COPLAC and
aspirational
institutions Attachment 6
Updated FY2011
Expenditures –
Increased
0.5,
0.6
2.1,
2.4
Student/Faculty RatiosFlat
0.5,
0.6
1.4
Average Class Size –
Flat
0.5,
0.6
1.4
Financial viability monitored
with financial ratio ranges –
Improved
0.5,
0.6
Effectiveness, Research and Planning students/faculty,
enrollment
management,
rating among
publishing houses
(US News,
Peterson's, etc.)
2.1,
2.5
financial
performance
financial
performance
Financial ratio range
used as benchmark
Page 40 of 42 D. External Honors and Recognition
The College has received external honor and recognition during the past three years.
Ramapo’s achievements range from being a “Great College to Work For” to one of the “100
Best Values in Public Colleges.” Ramapo earned the distinguished hallmark of excellence in
managerial education by receiving accreditation for the business degree program from the
Association to Advance Collegiate Schools of Business (AACSB) and during the same period of
time the
National Association of College and University Business Officers (NACUBO)
identified Ramapo as the leader of New Jersey Public and Private Colleges and Universities in
endowment growth.
Table VI
The College has received external honor and recognition during the past three years.
achievements include, but are not limited to:
Vision
Identified as the leader of New Jersey
Public and Private Colleges and
Universities in endowment growth by the
National Association of College and
University Business Officers.
X
Received accreditation for the business
degree program from the Association to
Advance Collegiate Schools of Business
(AACSB). Less than 5% of the schools of
business have earned this distinguished
hallmark of excellence in managerial
education.
X
For the sixth consecutive year, Kiplinger’s
Personal Finance Magazine ranked
Ramapo among the “100 Best Values in
Public Colleges.”
X
Ranked #4 in the Regional Colleges North
category and in the much larger America’s
Best Colleges list, we moved from 27th
last year to 25th this year. (U.S. News &
World Report)
X
Among the institutions recommended by
the Princeton Review in “Best of the
Northeast” section of The Best
Northeastern Colleges.
X
Effectiveness, Research and Planning Mission
SG
1
SG
2
2.1
X
1.4
2.1
X
SG
3
These
Serves:
Outcome informed by:
national
reputation
NACUBO benchmark
international
and national
reputation
AACSB benchmark
national
reputation
Kiplinger's
benchmark
national
reputation
US News & World
Report benchmark
national
reputation
Princeton Review
benchmark
Page 41 of 42 TABLE VI
(cont.)
Vision
Identified by the Chronicle of Higher
Education as a “Great Colleges to Work
For.”
The Star Ledger, reported Ramapo as
having the fourth best graduation rate of
the state’s 27 colleges and universities,
exceeded only by Princeton University,
Drew University, and The College of New
Jersey.
Effectiveness, Research and Planning Mission
SG
1
X
X
X
1.4
SG
2
SG
3
2.1
3.7
Serves:
Outcome informed by:
national
reputation
Chronicle of Higher
Education benchmark
academic
reputation
among New
Jersey
College's/
Universities
NJ College/University
benchmark Attachment 1
Page 42 of 42