New College
of Florida
2010 University Work Plan/Proposal
Gordon E. Michalson, Jr., President
June 2010 Board of Governors Retreat
Mission, Vision, and Strategic Goals
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New College’s Distinctive Mission
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Highest quality undergraduate liberal arts education
Public honors college
Small, residential campus
Student-faculty collaboration is the foundation of the academic
program
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New College’s Core Strength: Clarity and focus of mission
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A continuing tradition of innovation and individualized
curricula
Mission, Vision, and Strategic Goals
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New College’s Niche
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A Public 4-year Liberal Arts and Sciences College
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Prepares students to succeed in a 21st Century
economy based on knowledge and innovation
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Offers an affordable alternative for Florida students
who seek a challenging small residential college
experience (82% are Florida residents)
Mission, Vision, and Strategic Goals
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New College’s Student-Centered Focus
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Small size (800 students)
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Faculty mentors
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Student/faculty ratio = 10/1
90% of classes taught by full-time faculty
99% of faculty hold doctorate or terminal degree
Student engagement
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80% live on campus
Average class size = 18
Undergraduate research
NSSE evidence
Student community volunteers
Mission, Vision, and Strategic Goals
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New College’s Unique Academic Program
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The Academic Contract
Narrative Evaluations
Independent Study Projects
Individualized Tutorials
Senior Theses/Oral defense
Mission, Vision, and Strategic Goals
Contributions to the SUS and Florida: Our Graduates
New College alumni post-graduate
enrollment (1998-2008):
A sampling of academic majors
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Biology Graduates
Psychology
Graduates
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New College alumni careers:
Percentages in BOGIdentified Critical Needs
Areas (1998-2008)
34%
5
26%
Info
Technology
18%
Health
Services
Literature
Graduates
18%
34%
Professional &
Business
Math Graduates
Education
26%
9%
9%
Mission, Vision, and Strategic Goals
Contributions to the SUS and Florida: Our Achievements
National Recognition
Our Aspirational Peers
St. Mary’s of Maryland
 SUNY Geneseo
 Bard College
 Pitzer College
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Mission, Vision, and Strategic Goals (5-10 years)
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Our Strategic Direction: (New College Strategic Plan, 2008-2018)
Continue to provide an educational environment that prepares
graduates to meet the challenges of the 21st Century
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Improve overall rates of student persistence and retention
Acquire state-of-the-art technology and facilities
Promote learning and research partnerships with external
organizations
Implement strategic enrollment growth
Increase campus diversity and internationalize the curriculum
Work toward a green, sustainable campus
Integrate the arts into the curriculum; enrich campus cultural life
Enhance fundraising
University Work Plan (1-3 Years)
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First Steps: Short term goals
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Improve First-Year Retention Rate
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Promote Campus Environmental Sustainability
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Reduce carbon footprint (President’s Climate Commitment)
New LEED certified Academic Center
Bay front seawall repair and modification
Metrics: Utilities savings, LEED status, water use, shoreline
naturalization
Internationalize the Curriculum
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2009 = 86%
Enhance academic advising
Improve student facilities
Metric: 3-year goal = 90%
Enhance foreign language instruction
Complete International Studies facilities
Increase study abroad opportunities
Metrics: language course enrollments, study abroad experiences,
design and construction of International Studies facilities
University Work Plan (1-3 Years)
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Enrollment Plan: Sustain current enrollment (~800 students)
for the next three years
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Windows of Opportunity
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50th Anniversary celebration
Integration of technology and academics
Take a leadership role in making “Liberal Arts & Sciences”
relevant to the 21st Century
Unique Challenges
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The 2008 Master Plan committed the College to periodic
reviews of enrollment growth, with a view to achieving and
maintaining an optimal size for the best undergraduate
educational experience
The President has recommended growth to 1200 students
Marketing and communication
Leadership succession
Restoring lost funding and acquiring new resources
Resources Needed to Accomplish Plan
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Resources Needed for 2011-12
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Goal 1: Improve retention rates
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Goal 2: Campus environmental sustainability
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PECO Infrastructure funding
LEED certification on new construction
Green Fee
Repair and Renovation funds
External grants
Goal 3: Internationalize the curriculum
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$1.3M startup funding (recommended by the Board of Governors)
Tuition differential-funded programs
New Florida Initiative funding
Cortellis Facilities Enhancement Challenge Grant
Tuition differential-funded enhancements (languages)
External funding (endowments and grants)
Resources Needed to Accomplish Plan
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Tuition Differential Fee Proposal
(Projected 2010-11 fees = $234,171)
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Student Financial Assistance ($70,241)
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Seminars in Critical Inquiry ($61,998)
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Academic Resource Center ($101,922)
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First- and second-year seminar series (SACS QEP)
Research, writing, critical thinking
Successful 09-10 inaugural year
Metrics: Time series assessments
Language Resource Center
Writing Resource Center
Quantitative Resource Center
Educational Technology Services
Metrics: Use rates and user evaluations
Resources Needed to Accomplish Plan
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New Green Fee Proposal
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Student initiated, self-imposed $1.00/credit hour fee
 Enhance campus sustainability
 Reduce greenhouse gas emissions
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The first installment (Projected revenue 2010-11 = $26,500):
 Secure unlimited ride bus pass arrangement with Sarasota
County Area Transit (SCAT)
 Install submeters to allow real-time energy use feedback
Support campus sustainability awareness initiatives
 Explore feasibility of alternative practices
 Fund part-time program assistant
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Student-led planning and decision making