Long Range Coordinating Committee Implementation Plan (Draft)

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Goal 1: The College of Charleston’s undergraduate program will emphasize a broad liberal education achieved
through a comprehensive general education curriculum for all its students, which is supported by high quality,
discipline-based, interdisciplinary, and international programs.

Objective 1.1: Establish and maintain an institutional culture, visible to all undergraduates, that promotes the value of each of
the Liberal Arts and Sciences and that demonstrates the connections between the disciplines.

Strategy 1.1.1: Promote an on-going dialogue about Liberal Arts & Sciences education and its place at the College.

Measure 1.1.1.1: Establish an annual Liberal Arts & Sciences Program designed and led by a faculty member
appointed to an endowed Chair of Liberal Arts and Sciences for a two-year term.
Measure 1.1.1.2: Coordinate funding to facilitate the annual Liberal Arts and Sciences Program events.
Measure 1.1.1.3: Create a Distinguished Teaching Award for Contributions to Liberal Arts & Sciences
Education.

Strategy 1.1.2: Provide upper-level courses that develop students' expertise while continuing to broaden their liberal
arts experience.

Measure 1.1.2.1: Departments review course offerings and content for connections to liberal arts and
sciences.The results of these reviews will be part of the departmental assessment.
Measure 1.1.2.2: Fund campus-wide retreats and teaching workshops that will give faculty regular
opportunities to examine their own disciplines and majors from the broader framework of the College’s mission
of teaching liberal arts and sciences.
Measure 1.1.2.3: Each department and program will identify a capstone experience to be required of all
majors.The capstone experience will allow students to analyze the nature and methods of their discipline and
require them to share their knowledge with other members of the academic community.

Strategy 1.1.3: Ensure that all incoming students (freshman and transfers) have a shared understanding of the liberal arts
experience provided for and expected of each CofC student.

Measure 1.1.3.1: Require a shared, common experience for incoming students.
Measure 1.1.3.2: Increase to 60 the number of hours required for a transfer student to have taken at the
College of Charleston in order to receive a College of Charleston degree.
Measure 1.1.3.3: Increase the advising role of the faculty.
Measure 1.1.3.4: Adjust Orientation and registration procedures so that students cannot pre-register without
having at least one meeting with an advisor per academic year.

Objective 1.2: Effectively assess the quality of majors and discipline-based courses and provide the resources for their
enhancement.

Strategy 1.2.1: Assess competency of students completing the major.

Measure 1.2.1.1: Departments will review students’ work in a “capstone” experience to assess student
achievement.
Measure 1.2.1.2: Departments and Programs will administer to their majors a discipline-directed, externally
evaluated assessment process chosen by the major (such as the Major Field Test) and report yearly and
cumulative results.
Measure 1.2.1.3: Where appropriate, departments will use exit interviews with graduating seniors to further
assess student achievement and growth.

Strategy 1.2.2: Increase financial resources to provide and maintain an infrastructure commensurate with a preeminent
Liberal Arts and Sciences institution.

Measure 1.2.2.1: Increase funding to create a 21st century technological infrastructure so that every office and
classroom will be outfitted with appropriate, current technological equipment.
Measure 1.2.2.2: Non-classroom technology will become a regular budget item instead of being addressed on
an ad hoc basis.
Measure 1.2.2.3: Increase student technology fees and add-on fees to the level of our peer institutions and
apply 100% of funds generated by add-on fees to the departments/schools.

Strategy 1.2.3: Departments and Programs will assess their curriculum against external measures.

Measure 1.2.3.1: Provide funds for external program reviews to be performed in a timely manner in
preparation for C.H.E reviews.
Measure 1.2.3.2: External certification/accreditation will be achieved for all programs, where applicable.

Objective 1.3: Support and expand interdisciplinary and international programs and opportunities.

Strategy 1.3.1: Create an administrative framework with high campus visibility that will support and nurture
interdisciplinary and international programs and activities.

Measure 1.3.1.1: Create a Division of Global Education in the Associate Provost’s office which would include
the existing Office of International Education and Programs and a newly created International and
Interdisciplinary Studies Liaison Office to provide administrative support and coordination with the disciplines.
Measure 1.3.1.2: Create and staff a physical Center for International and Interdisciplinary Studies with high
visibility on the campus. The Center will house the administrative framework as well as provide a focus for
international and interdisciplinary student and faculty activities.
Measure 1.3.1.3: Provide funds to hire faculty who are committed to international and interdisciplinary courses
and/or are joint appointees for two departments

Strategy 1.3.2: Create international and interdisciplinary components for the General Education Requirement.

Measure 1.3.2.1: Establish the course title “The World Today” or “Perspectives on the World Today”.Under
this rubric, create 5 different three-hour courses at the 100 or 200 level that will be offered each semester.Each
course will be taught by at least two roster faculty who will be from different disciplines.Each course will have
no more than 20 students
Measure 1.3.2.2: Increase the offerings and visibility of international and interdisciplinary courses that fulfill the
General Education Requirement.
Measure 1.3.2.3: Increase course development stipends available to faculty for the development of international
and interdisciplinary courses and provide incentives for departments to provide faculty to staff such courses.
Measure 1.3.3.3: In fulfilling the General Education Requirements, a student must complete two courses that
are non-western in content.

Strategy 1.3.3: Link study abroad, for both US and foreign exchange students, to General Education, disciplinary
majors, and interdisciplinary minors making it a normal component of the curriculum and campus life at the College.

Measure 1.3.3.1: Remove curriculum-related obstacles to fulfilling General Education, major, and minor
requirements while participating in study abroad programs.
Measure 1.3.3.2: Increase the number and diversity of international students at the College by establishing an
English for Speakers of Other Languages (ESOL) program at the College.
Measure 1.3.3.3: Establish a fund for study abroad scholarships and aggressively seek donations with the goal
to make funds available for all College of Charleston students to spend a semester abroad, if they so choose.
Measure 1.3.3.4: Encourage each department and all advisors to highlight opportunities to study abroad at all
stages of advising.

Goal Two: The College of Charleston will recruit and retain a diverse faculty of innovative and intellectually
engaged and engaging teacher-scholars.

Objective 2.1: Improve the recruitment of an excellent and diverse faculty.

Strategy 2.1.1: Improve entry-level salaries and incentives (e.g., start-up costs).

Measure 2.1.1.1: Within 5 years, average entry-level salaries and incentives will be at or above 95% of the
average at our peer institutions, by discipline.[2]
Measure 2.1.1.2: Within 10 years, average entry-level salaries and incentives will be at or above the average at
our peer institutions, by discipline.

Strategy 2.1.2: Increase the proportion of roster faculty who are tenured or on tenure-track, and increase the
percentage of full-time faculty with the Ph.D. or appropriate terminal degree.

Measure 2.1.2.1: Within 5 years, at least 90% of roster faculty will be tenured or on tenure track.
Measure 2.1.2.2: Within 5 years, at least 90% of full-time faculty will have the Ph.D. or appropriate terminal
degree.
Measure 2.1.2.3: Within 10 years, at least 95% of full-time faculty will have the Ph.D. or appropriate terminal
degree.

Strategy 2.1.3: Strengthen minority-focused recruiting.

Measure 2.1.3.1: Within five years, at least 15% of tenured or tenure-track faculty will be members of minority
groups.
Measure 2.1.3.2: Within ten years, at least 18% of tenured or tenure-track faculty will be members of minority
groups.

Strategy 2.1.4: Increase the proportion of faculty hired through national and professional searches.The practices of
hiring without searches and conducting cursory searches (often resulting in internal hires) are discouraged.

Measure 2.1.4.1: All roster faculty positions will be filled through national and professional searches.
Measure 2.1.4.2: Funding adequate to support national and professional searches in each discipline will be
available.

Objective 2.2: Enhance faculty professional satisfaction.

Strategy 2.2.1: Increase faculty salaries and compensation.

Measure 2.2.1.1: Within 5 years, average faculty salaries (at each rank) shall be at or above 95% of the
average (at each rank) at our peer institutions.
Measure 2.2.1.2: Within 10 years, average faculty salaries (at each rank) shall be at or above the averages at
our peer institutions.

Strategy 2.2.2: Provide appropriate office and research/laboratory space and technological support for faculty.

Measure 2.2.2.1: Within 5 years, each full-time faculty member will have an appropriate private office.
Measure 2.2.2.2: Within 5 years, each full-time faculty member will have adequate research/laboratory space
(for teaching as well as research purposes), as specified in established NSF disciplinary norms.
Measure 2.2.2.3: Within 5 years, each full-time faculty member will have appropriate state-of-the-art
technological support available for both teaching and research.

Strategy 2.2.3: Enhance recognition and reward of faculty achievement.

Measure 2.2.3.1: Within five years, salary increases for tenure and promotion will be at or above the averages
of our peer institutions at each rank.
Measure 2.2.3.2: Within five years, salary increases for “superior” ratings in post-tenure reviews will be
commensurate with salary increases for promotion to the rank of Professor.
Measure 2.2.3.3: The financial awards associated with each distinguished faculty award will be increased to a
level appropriate to the awards.

Objective 2.3: Foster excellence in teaching and scholarship.

Strategy 2.3.1: Reduce average class size and increase percentage of classes with fewer than 20 students.

Measure 2.3.1.1: Within 5 years, average class size at the College will be no higher than the average at our
peer institutions.
Measure 2.3.1.2: Within 5 years, the percentage of classes at the College with fewer than 20 students will be
no higher than the average of our peer institutions.

Strategy 2.3.2: Reduce faculty teaching load.
Measure 2.3.2.1: Within 5 years, roster faculty teaching load will not exceed 3 (3 credit hour) classes (or the
equivalent) per semester.
Measure 2.3.2.2: Within 10 years, roster faculty teaching load will not exceed 5 (3 credit hour) classes (or the
equivalent) per year.

Strategy 2.3.3: Reduce adjunct usage.
Measure 2.3.3.1: Within 5 years, no more than 15% of classes at the College and no more than 25% of classes
within a single department will be taught by adjunct faculty (AAUP recommended levels).
Measure 2.3.3.2: Within 10 years, no more than 10% of classes at the College and no more than 20% of
classes within a single department will be taught by adjunct faculty (levels appropriate for a nationally
preeminent public liberal arts and sciences institution).

Strategy 2.3.4: Increase intramural and extramural support for faculty research and development, including the
sabbatical program.
Measure 2.3.4.1: Fully fund the sabbatical program at a level consistent with the size and quality of the faculty.
Measure 2.3.4.2: Within five years, extramural funding for faculty research and professional development will
be increased by 25%.
Measure 2.3.4.3: Within five years, the percentage of the College endowment directed at support for faculty
research and development will be increased (from the 2001-2002 level) by 50%.
Measure 2.3.4.4: Within ten years, the percentage of the College endowment directed at support for faculty
research and development will be increased (from the 2001-2002 level) by 100%.
Measure 2.3.4.5: Within five years, the funds budgeted for internal competitive faculty research and
development support (excluding sabbaticals) will be increased by 100% (from the 2001-2002 level).

Goal Three: The College of Charleston will recruit and retain a highly qualified and diverse student body.

Objective: 3.1:Recruit more highly qualified students for the College of Charleston.

Strategy: 3.1.1: Mail a packet of current information to highly qualified CofC prospects and applicants, especially those
with a 1200 SAT/26 ACT and/or in the top 20% of their class; mail current information about the Honors Program and
other special programs to prospects and applicants with a 1250 SAT/ 28 ACT and/or in the top 10% of their class.

Measure:3.1.1.1: Maintain record of all to whom brochures are mailed, those who respond, those who apply
and/or enroll at the College.
Measure: 3.1.1.2:Increase the number of applicants with a 1200 SAT/26 ACT who are in the top 20% of their
class by 1% each year; increase number of applicants to the Honors Program by 1% each year.
Measure:3.1.1.3: Increase by 0.5% each year the number of highly qualified students who enroll in the College
and the Honors Program.

Strategy 3.1.2: Through the creation of a high school recruitment task force and the efforts of Admissions Counselors,
Honors and other Program Directors, Deans, Chairs, faculty, students continue and expand instate and out state
personal contacts with prospective students through phone calls and e- mails as well as recruitment visits to high
schools, specifically targeting highly qualified prospects, especially those with a 1200 SAT/26 ACT and/or in the top
20% of their class.

Measure 3.1.2.1:Maintain record of students visited, e-mailed, and called.
Measure 3.1.2.2: Increase by 0.5% each year the number of students offered scholarships and those offered
admission to the Honors Program.

Strategy 3.1.3: Increase the number and amount of merit scholarships each year, including: additional scholarships for
student research, international study, student presentations at conferences, professional meetings, and expenses related
to academic internships, and to hold Scholar’s Experience Day in February for all students offered major scholarships
to increase the yield of these students.

Measure 3.1.3.1: Increase the number and amount of merit scholarships each year by 1%.
Measure 3.1.3.2:Individual departments record an increased proportion of students doing research
presentations each year.
Measure 3.1.3.3:The Office of International Study records an increase in
the number of students studying in a foreign country.
Measure 3.1.3.4:Increase by 0.5% the number of highly qualified students who apply to the College who
actually enroll in the College

Strategy 3.1.4: Design and maintain professional web pages that are current, engaging, and appropriately linked for the
College, including all special programs, offices and departments on campus.
Measure 3.1.4.1:Install hit meters to keep track of number of visits.
Measure 3.1.4.2:The number of hits on the Intercultural Programs web
page from the admissions web page increases by 30 each year.

Objective 3.2: Recruit for a more diverse student body.

Strategy 3.2.1:Increase the number and dollar amount of scholarships offered to both need and merit qualified
applicants so that we are more competitive with other institutions vying for the same applicants.

Measure 3.2.1.1: Increase the number of qualified applicants each year by 1%.
Measure 3.2.1.2: Increase the number of qualified applicants enrolled each year by 0.5%

Strategy 3.2.2: Continue programs designed to increase applications and yield of qualified minority students: a) Preview
in February for minority students who have been accepted to the College; b) a newsletter for guidance counselors to
update them on information regarding minority programs/opportunities at CofC; c) a breakfast for guidance counselors
to inform them of specific opportunities for minority students at CofC; d) a survey for minority students so that we can
develop a marketing plan for CofC recruitment and enhancement of image of CofC with minority students.

Measure 3.2.2.1:Maintain record of those invited to attend and acceptance rates of those who attend and those
who do not attend.
Measure 3.2.2.2:Have a higher acceptance rate of those who attend than those who do not attend.

Strategy 3.2.3: Continue and expand student exchange relationships with selected universities in other countries.

Measure 3.2.3.1: Increase proportion of international students on campus by 0.5% until it reaches at least 5%
of student enrollment on campus.

Strategy 3.2.4: Strengthen relationships with teachers of liberal arts subjects in the S.C. technicalschools.

Measure 3.2.4.1: Increase the number of qualified minority students recruited from technical schools by 0.5%
each year until minority enrollment reaches at least 12% of student enrollment.

Strategy 3.2.5: Continue and expand mentoring/tutoring programs involving College of Charleston students at preK-12
schools with a high proportion of minority students.

Measure 3.2.5.1: Increase the number of College students who are mentoring/tutoring preK-12 minority
students by 0.25% each year.
Measure 3.2.5.2:Over time, increase the number of students from these schools who apply and are accepted to
the College of Charleston.

Objective 3.3: Increase retention of all students enrolled.

Strategy 3.3.1: Change orientation advising such that each student will be assigned one advisor until s/he declares a
major at 30 hours.

Measure 3.3.1.1: Increase freshman retention to sophomore year by 1% each year until obtaining a 90%
retention rate.

Strategy 3.3.2: Require students to declare a major once they have earned 30 hours.

Measure 3.3.2.1:Increase sophomore to junior retention by 1% each year until obtaining a 90% retention rate.
Measure 3.3.2.2:Increase graduation rates 3% each year until obtaining a 70% graduation rate.

Strategy 3.3.3: Provide attractive and themed residence halls to students requesting campus housing.

Measure 3.3.3.1:Campus housing is available to those students requesting it.

Strategy 3.3.4: Continue and expand mentoring/tutoring programs involving College of Charleston students at
elementary, middle, and secondary schools with a high proportion of minority students.

Measure 3.3.4.1: Have a higher retention rate among students participating in these programs than among
students not participating.

Goal Four:The College of Charleston will recruit and retain a highly qualified and diverse staff.

Objective 4.1: Adjust staff salaries and benefits to appropriate levels in order to recruit, hire and retain a highly qualified and
diverse staff.

Strategy 4.1.1: Conduct two comprehensive staff salary studies:
(1)An internal study examining staff salary equity across categories that include, ethnicity, gender, and
job classifications.
(2)An external study examining C of C staff salaries in relation to peer and aspirational institutions.

Measure 4.1.1.1: Conduct both studies and make recommendations.
Measure 4.1.1.2: By year three provide evidence of salary increases and improved benefits packages as
supported by the studies.
Measure 4.1.1.3:Not later than year four have evidence of improved salaries and flexible benefits packages for
staff that are comparable to appropriate peer and aspirational institutions.

Objective 4.2:Increase and enhance recruitment and hiring procedures in order to expand geographic recruiting range,
diversity and quality of all applicant pools.

Strategy 4.2.1: Enhance position announcement and advertising procedures to provide a wider regional, state and
national audience (as appropriate) to include venues like: job fairs, professional journals, newspapers, professional
networks/organizations etc. and provide the appropriate budget to support the strategy.

Measure 4.2.1.1: By year two Human Resources provides an annual report to the President, Senior staff,
Deans and Directors that outlines by department positions posted, filled and ad strategies utilized.
Measure 4.2.1.2: A significant increase in the number of applicants, the quality and the diversity of applicant
pools for staff searches as evidenced in annual report.

Strategy 4.2.2: Provide travel allowances for professional position searches that include overnight lodging costs, travel
reimbursement and a relocation stipend.

Measure 4.2.2.1: Establish a central budget for professional staff searches that includes overnight lodging costs,
travel reimbursement and relocation stipends.

Strategy 4.2.3: Provide supervisors with ongoing training for appropriate interview, hiring and annual evaluation
procedures.

Measure 4.2.3.1:Evidence that 100% of annual staff evaluations are completed in an appropriate and timely
manner.

Strategy 4.2.4: Provide differentiating staff merit increases using the current work performance categories (i.e., “meets”,
“exceeds”, and “substantially exceeds”).

Measure 4.2.4.1: Implementation of a varying pay scale for merit based staff salary increases.

Strategy 4.2.5:Implement a printed and online manual that includes staff rights and responsibilities in the evaluation
process.

Measure 4.2.5.1:All staff members have access to a printed and or online manual that outlines staff rights and
responsibilities in the evaluation process.

Objective 4.3: Provide all new employees a comprehensive orientation to the College and continuously offer current and new
employees (at all levels of employment) professional development and training opportunities that specifically address enhancing
their skills and job performance.

Strategy 4.3.1: Develop a comprehensive orientation program that in addition to an overview of benefits includes:
§An overview of our institutional mission and vision
§How the specific department to which they have been hired supports the mission and vision
§A campus tour
§A mentor for 1 year (appropriate positions)
§The annual evaluation process

Measure 4.3.1.1: 100% of all new staff members have participated in the new comprehensive orientation
program by year two.

Strategy 4.3.2: Provide campus wide training and education for existing on the annual evaluation process and its
importance.

Measure 4.3.2.1:Evidence that immediate supervisors are annually evaluating all staff.

Strategy 4.3.3:Institute and mandate professional development opportunities for all staff at all levels of employment (to
include temporary employees) in order to allow them to enhance skills and maximize potential.

Strategy 4.3.4: Utilize all free and low cost staff programs offered by the state and national affiliates for Human
Resources Professionals.

Measure 4.3.3&4.3.4: Increase the number of programs offered for staff development.
Measure 4.3.3&4.3.4: Increase the number of staff participating in professional development and training
opportunities and aspire to reach a participation rate of 90% or greater.

Objective 4.4: Maximize staff productivity and connectivity to the campus and community.

Strategy 4.4.1: Ensure, where appropriate, that professional standards are met with regard to :
§Number of staff members needed to complete responsibilities (i.e. numbers of students per advisor,
number of staff needed per students served)
§Private work spaces for confidential meetings with students
§ADA compliance and accommodation laws

Measure 4.4.1.1:Evidence of an ADA compliant work environment and campus.
Measure: 4.4.1.2: Sufficient staff members are hired to meet professional standards and ensure appropriate
workload.
Measure 4.4.1.3: Regularly assess staff work environment satisfaction.

Strategy 4.4.2: Allocate departmental funds to support each new staff hire to cover the cost of essential equipment and
technological resources required to do a job.

Measure 4.4.2.1: Evidence of increases in departmental budgets to support technological and essential
equipment needs of new staff.

Strategy 4.4.3: In conjunction with the campus master plan, address the space needs of all staff as well as faculty.

Measure 4.4.3.1:Evidence of a campus facilities master plan that includes the workspace needs of staff and
departments.

Goal Five: The College of Charleston will provide a wide array of active curricular and co-curricular learning and
enrichment experiences for its students.

Objective 5.1: Integrate active curricular and co-curricular experiences for College of Charleston students.

Strategy 5.1.1: Create an infrastructure, office, and positions to effectively promote CofC events:Office of Campus
Programs & Events; Positions: Campus Events Coordinator: Responsibilities to include developing and implementing a
campus-wide system for publicizing, promoting, and tracking active curricular and co-curricular
experiences.Co-curricular Coordinator:Responsibilities to include developing and implementing tracking and recording
of student participation in active co-curricular experiences

Measure5.1.1:By July 2003, the Office of Campus Programs & Events will
be established and positions staffed.

Strategy 5.1.2:Design and develop a centralized system of publicizing and scheduling events.Centralized reservation
system and coordination; Multi-media access.

Measure 5.1.2.1: By January 2004, Office of Campus Programs & Events will have developed a plan for
achieving Strategy 1.2.

Strategy 5.1.3:Design and coordinate campus wide systems for integrating annual theme events, including Convocation,
Theme Day, and others.

Measure 5.1.3.1: The number of departments that have included integrating events into their Five Year Plans.
Within four years, all academic departments should have included some plans for such events; at least
one-fourth of the departments of each school each year.

Objective 5.2: Create active curricular and co-curricular experiences for CofC students.

Strategy 5.2.1: Incorporate active curricular opportunities in all major programs

Measure 5.2.1.1: By January 2004, Office of Campus Programs & Events will inventory all CofC opportunities
for curricular and co-curricular experiences.
Measure 5.2.1.2: Within five years appropriate experiences will be ncluded in all majors.
Measure 5.2.1.3: Use alumni surveys to assess involvement in and value of co-curricular experiences.

Strategy 5.2.2: Incorporate co-curricular opportunities or experiences into general education (Lecture programs, discussion, concerts).

Measure 5.2.2.1: Number of general education courses that include such experiences on course syllabi.

Strategy 5.2.3: Additional support for co-curricular experiences via aCollege-wide fund.

Measure 5.2.3.1: The amount of funding over time.

Objective 5.3: Cultivate active curricular and co-curricular experiences for CofC students.

Strategy 5.3.1: Strengthen interactions between students, faculty, and staff through existing program and education
initiatives.

Measure 5.3.1.1: Program evaluations from participants

Strategy 5.3.2: Establish systems of recognition for student involvement in active curricular and co-curricular
experiences: track and document student experiences; develop campus wide initiatives and incentives for students to
participate such as priority parking, priority registration, extra tickets for graduation.

Measure 5.3.2.1: Document the breath and depth of student involvement:
·tracking card system
·co-curricular transcript
·student portfolios (possibly electronic)
·incorporate a survey as part of graduation application

Strategy 5.3.3: Develop appropriate recognition and reward incentives for faculty and staff:
·Develop an annual reception to recognize efforts to promote and develop co-curricular experiences
(modeled on “In Praise of Teaching” reception)
·Develop a new faculty/staff award for outstanding efforts in co-curricular experiences
·Encourage documenting facilitation of and participation in co-curricular experiences by faculty and staff in
annual evaluation materials

Measure 5.3.3.1: Annual reception and awards established within a year
Measure 5.3.3.2: The number or percentage of evaluations that include specific reference to experiential
activities

Goal Six: The College of Charleston will provide graduate and professional programs that are primarily designed to
meet the needs of the local community, the Low Country, and the State.

Objective 6.1: To improve the quality of graduate programs

Strategy 6.1.1: Increase financial resources available to the graduate school for facilities and equipment, student
recruitment and student financial support.

Measure 6.1.1.1: Increase total graduate school marketing budget by $5000 per year over the next five years
Measure 6.1.1.2: Add one new staff line to support student recruitment.
Measure 6.1.1.3: Increase facilities and equipment funding for graduate programs by 10% per year over the
next five years.
Measure 6.1.1.4: Increase the number of existing graduate assistantships and increase the stipend for graduate
assistantships by 10% per year over the next five years.
Measure 6.1.1.5: Establish school-wide competitive twelve month graduate fellowships, to be increased by one
each year over the next five years, at a minimum of $15,000 per year with full tuition remission.
Measure 6.1.1.6: Reduce graduate assistant tuition by 10% of in-state tuition annually over the next five years,
to 50% of in-state tuition after five years.

Strategy 6.1.2: Maintain a class size which does not exceed that which is appropriate to the discipline and type of class
offered.

Measure 6.1.2.1: Decrease the number of students in graduate-level lecture courses to no more than
twenty-four.
Measure 6.1.2.2: Decrease the number of students in any graduate-level lab, clinical and studio course to no
more than fifteen.
Measure 6.1.2.3: Decrease the number of students in any graduate seminar course to no more than twelve.

Strategy 6.1.3: Broaden and enhance the opportunities and rewards for faculty and student research.

Measure 6.1.3.1: Increase internal faculty/student research funding 10% per year over the next five years.
Measure 6.1.3.2: Provide funding for faculty/student presentations and/or publication of research by $8,000
per year over the next five years.
Measure 6.1.3.3: Establish a work load policy that provides incentives for any faculty member who supervises
a combination of tutorials, independent studies and theses.
Measure 6.1.3.4: Establish an associate dean to oversee graduate faculty/student research.

Strategy 6.1.4: Enhance student retention and completion rates.

Measure 6.1.4.1: Exceed the national average for program completion at master's only institutions within five
years.

Objective 6.2: To develop additional graduate and professional programs at all levels that respond to community needs or
build upon unique College of Charleston strengths and resources.

Strategy 6.2.1: Assess the needs for graduate and professional programs and the strategic value to the College of
Charleston or the community in offering such programs.

Measure 6.2.1.1: Begin the Lowcountry Graduate Center's assessment of tri-county graduate needs during the
2002-2003 academic year; identify, develop and implement additional assessments to meet community needs
as an ongoing process.
Measure 6.2.1.2: Create a balanced and representative College of Charleston task force to complete Strategy
6.2.1 by May 15, 2003.

Strategy 6.2.2: Explore noncredit, certificate, and non-degree program development to meet community needs.

Measure 6.2.2.1: Include, in the measures and benchmarks for Strategy 6.2.1, research and assessment of
non-credit, certificate, and non-degree programs, in addition to graduate degree programs.

Strategy 6.2.3: Working integrally with academic departments and faculty, propose and implement additional graduate
and professional programs derived from strategies 6.2.1 and 6.2.2 (above) as appropriate, either independently, in
collaboration with other institutions, or through the Lowcountry Graduate Center.

Measure 6.2.3.1: Assign the Strategy 6.2.3 Measure to the College of Charleston task force called for in
Measure 6.2.1.2, with completion date of May 15, 2003.

Objective 6.3: To use graduate education and community service to enhance the undergraduate education experience.

Strategy 6.3.1: Develop funded non-traditional graduate assistantships to enhance the undergraduate experience (e.g.,
discussion leaders, field trip leaders, tutorial leaders, organization mentors).

Measure 6.3.1.1: Fund two new assistantships for the 2002/2003 academic year in graduate programs with
previous experience in undergraduate/graduate collaborative research and direct them to work with their
program directors in developing a non-traditional graduate assistantship model by the end of the Spring 2003
term; Use this model as a stimulus to increase the numbers of graduate/undergraduate collaborative endeavors
on campus and in the Charleston community.
Measure 6.3.1.2: Assign five additional assistantships to the Dean of Graduate Studies in the 2003/2004 and
2004/2005 academic years for discretional use for those programs that develop non-traditional assistantships
enhancing the undergraduate experience; Support five or more areas of undergraduate endeavors with the
interaction with graduate student assistants from across the spectrum of graduate programs by the Fall 2005.
Measure 6.3.1.3: Grant to programs that develop an ongoing effort to enhance the undergraduate experience a
dedicated assistantship for this purpose by the Fall 2005; Develop two or more dedicated non-traditional
assistantships to enhance the undergraduate experience by Fall 2005.

Strategy 6.3.2:Develop funded faculty-led collaborative graduate and undergraduate research and scholarship.

Measure 6.3.2.1: Establish a special fund in the amount of $100,000 for faculty-led collaborative
undergraduate/graduate student research.Develop a special new committee composed of University/College
faculty, graduate students and undergraduate students to judge project proposals; Provide funding for ten or
more such faculty-led collaborative undergraduate/graduate student research projects during the 2004/2005
academic year.
Measure 6.3.2.2: Provide to faculty undertaking undergraduate/graduate student collaborative research
projects tenure and promotion credit for these projects; Amend the “Faculty /Administration Manual” by
Spring 2003 to reflect this measure as part of tenure and promotion policies.
Measure 6.3.2.3: Give faculty undertaking undergraduate/graduate student collaborative research projects
credit toward release time; Amend the “Faculty /Administration Manual” by Spring 2003 to allow for credit
toward release time for faculty-led undergraduate/graduate student collaborative research.
Measure 6.3.2.4:Earmark 15% or more of the institutional share of all recovered indirect costs from sponsored
research for collaborative undergraduate/graduate student research projects and devote this ongoing fund to
collaborative undergraduate/graduate student research by the Fall 2004

Strategy 6.3.3: Place graduate and undergraduate students in community-sponsored internships, research opportunities,
and other service-learning activities, and conduct research and/or training workshops for the community.

Measure 6.3.3.1: Identify, in the Annual Action and Five Year plans of departments with graduate programs,
projects that place undergraduate and graduate students in faculty-led collaborative research or community
service endeavors;Review departmental Annual Action and Five Year plans to determine if, by Fall 2004,
those departments with graduate programs have identified faculty-led collaborative community and research
endeavors which involve both undergraduate and graduate students.

Goal Seven: The College of Charleston will maintain a student-oriented approach in its programs, processes, and
services, so that each student becomes and remains connected to the College.

Objective 7.1 The College, through its academic and academic support systems, will foster a community that engages each
student’s intellectual life.

Strategy 7.1.1Improve faculty-student interactions in and out of the classroom.

Measure 7.1.1.1 Reduce the FTE-IFTE student-faculty ratio to 12:1 within X years.
Measure7.1.1.2 The mean for Questions 2 and 5 will increase to 5.5 and the median for Question 14 to “Great
Improvement” on the Course-Instructor Evaluation form within four years.
Measure7.1.1.3 Organized faculty-student out-of-class interactions (such as mentor groups related to Fall
Convocation, department sponsored senior dinners) will increase by100 % within four years.
Measure7.1.1.4 Eighty percent of undeclared majors will meet with a faculty advisor before completing
registration within four years.

Strategy 7.1.2 Provide each student with the opportunity for a synthesizing experience such as a freshman interest
group, field experience, independent study, cooperative educational experience, internship, directed research, peer
mentor or student teaching experience.

Measure 7.1.2.1 At least 75% of the faculty and appropriate staff will be involved in one of the above
experiences within four years.
Measure 7.1.2.2 At least 75% of the graduating students will be involved in one of the above opportunities for
at least one semester within four years.
Measure 7.1.2.3 A survey will be taken upon graduation to determine the student satisfaction of the experience
and a second survey will be taken five years later to determine the value of the experience to the student.

Objective 7.2 The College will provide a variety of opportunities to connect students to the campus community.

Strategy 7.2.1 The College will enhance its recreational programs and facilities, co-curricular activities, student center
and residential facilities and programs.

Measure 7.2.1.1 The number of recreational opportunities that bring together faculty, staff and students will
increase by 100% within four years.
Measure 7.2.1.2 Within four years 85% students will respond that they are satisfied or very satisfied with the
College’s indoor and outdoor recreational facilities and programs.
Measure 7.2.1.3 Within four years the College will develop and coordinate outdoor/ adventure weekends and
first-year activities that promote teamwork and enhance problem-solving skills.
Measure 7.2.1.4Within four years, the College will construct, equip and staff a student center that meets
student expectations as recorded in the student center survey of Spring 2002.
Measure 7.2.1.5Awareness of co-curricular opportunities and activities will increase by 100% within two years.
Measure 7.2.1.6 Student-based programs’ and student organizations/clubs’ access to campus facilities will be
given greater priority by all departments within one year as measured in an increase in the number of student
activities reserved in Silcox and Sottile and lower rental fees charged for facility and equipment use.
Measure 7.2.1.7 Within four years all entering freshman and interested upper-class students will have the
opportunity to live on campus.
Measure 7.2.1.8 Increase upper-class residential population by 50% within four years.
Measure 7.2.1.9 Niney percent of graduating students will be very satisfied with their residential experience at
the College within four years.
Measure 7.2.1.10Increase community service and campus spirit residential-based programming by 100% in
four years.

Objective 7.3 Student Services are to be delivered in a student-focused and efficient manner.

Strategy 7.3.1 Identify student-friendly ways to provide services to students and to evaluate the quality of the services.

Measure 7.3.1.1 Within four years, sixty percent of students will use computer-assisted methods to receive and
evaluate.
Measure 7.3.1.2Immediately evaluate and consider extending the hours of operation for the Stern Student
Center, Bookstore, Johnson/Silcox Centers, and Library and assess the operational efficiency of the hours of
operation for each facility every year.
Measure 7.3.1.3The number of services available via a magnetic/smart identification card will increase by
100% in four years.

Strategy 7.3.2 Establish a campus information center and Ombudsman office (with on-line and phone-based companions) to better direct students to service providers and assist them with problems within two years.

Measure 7.3.2.1Seventy-five percent of services regularly provide information to campus information center
within four years.
Measure 7.3.2.2Seventy-five percent of the “clients” of the Ombudsman office will be satisfied or very satisfied
with its problem solving capability.

Goal Eight: The College of Charleston will link its planning, assessment, and budgeting in a manner consistent with
its commitment to quality in all of its programs and to national stature in select programs.

Objective 8.1:Implement a simplified planning process that is flexible, tied to institutional goals, gives departments meaningful
feedback, and provides appropriate standards for measuring the quality of our programs.

Strategy 8.1.1:Create a new, College-wide three-year planning process.

Measures 8.1.1.1: Each department will prepare a summary (1 to 2 pages) of the initiatives to be taken during
the three-year period.
Measure 8.1.1.2: Along with the summary, departments will attach a budget for the initiatives proposed.(See
Objective Two, Strategy One, Measure Two.)
Measure 8.1.1.3: The appropriate dean, division head, vice president and/or senior vice president will approve
departmental three-year plans in accordance with institutional goals.
Measure 8.1.1.4: Approved departmental plans, in the aggregate, will form the College’s three-year plan.
Measure 8.1.1.5: The plans will be reviewed and revised every three years.

Strategy 8.1.2:Revitalize the annual planning process by instituting an Annual Action Agenda that identifies specific
departmental goals, responds to goals from outside entities, and is flexible enough to incorporate new ideas as they are
developed.

Measures 8.1.2.1: The Annual Action Agenda will flow from the departmental three-year plan, will be driven
by institutional goals and objectives, and will include the appropriate parts of the three-year plan for the year.
Measure 8.1.2.2: The Annual Action Agenda will delineate a limited number of goals that the department
realistically expects to achieve during the 12-month period.
Measure 8.1.2.3: Since the Annual Action Agenda is most importantly for departmental use, departments will
have some flexibility in the process of preparing them.
Measure 8.1.2.4: The appropriate dean, division head, vice president and/or senior vice president will approve
the departmental Annual Action Agenda in accordance with institutional goals and the department’s three-year
plan.
Measure 8.1.2.5: Once approved, the Annual Action Agenda becomes the working agenda for the
department.

Strategy 8.1.3:Revise the Annual Report Process so that the Annual Reports focus specifically on the extent to which
the department has completed the initiatives from the Annual Action Agenda and/or the three-year plan.

Measure 8.1.3.1: The Annual Report will outline the specific actions taken by the department in response to the
planning and assessment processes.
Measure 8.1.3.2: The Annual Report will summarize the contributions of departmental personnel to the work of
the department.
Measure 8.1.3.3:The appropriate dean, division head, vice president and/or senior vice president will accept
the Annual Report and will provide feedback to the department on achievements and areas for improvement.
Measure 8.1.3.4: Each dean, division head, vice president and/or senior vice president will formulate a
summary Annual Report for his/her area distilled from the reports from individual departments.

Objective 8.2: Create a budgetary system that is tied to the planning process and includes a meaningful feedback loop to all departments.

Strategy 8.2.1:Develop a new budgeting process.

Measure 8.2.1.1: The process will ensure communication between the President and departmental heads that
identifies priorities and gives direction regarding which funding requests have a realistic chance of success.
Measure 8.2.1.2: Each department will prepare a budget request based on the department’s Annual Action
Agenda.
Measure 8.2.1.3: The process must provide each dean, division head, vice president and/or senior vice
president with significant discretionary funds to cover routine operating cost increases (e.g., postage,
photocopying, etc.) and small-ticket items that are considered a priority for the division.
Measure 8.2.1.4: For large, non-routine items not covered by 3 above, each dean, division head, vice
president and/or senior vice president will review budget requests and will form an Annual Budget Plan for
his/her unit based on established priorities.
Measure 8.2.1.5: The President along with the senior vice presidents will review the Annual Budget Plans and
establish the College budget.
Measure 8.2.1.6: The President and senior vice presidents will then communicate the decisions to the deans,
division heads and vice presidents who in turn will relay this information to their department heads.
Measure 8.2.1.7: If appropriate, the departmental Annual Action Agendas will be revised based on the funding
decisions.

Strategy 8.2.2:Improve the management information system (MIS) that tracks expenditures at the departmental level
and redesign the system with the needs of end-users in mind.

Measure 8.2.2.1: Input from department heads will be solicited to ensure a user-friendly system.
Measure 8.2.2.2: Online and paper systems will match each other. Measure 8.2.2.3: Training for all department
heads will be provided.

Objective 8.3: Revise the assessment process to ensure that it measures efforts and achievement relating to department goals and objectives and promotes quality improvements.

Strategy 8.3.1: Implement an assessment process that measures specific goals.

Measure 8.3.1.1: Departmental assessment plans should only attempt to measure a reasonable number of goals
(1-3).
Measure 8.3.1.2:Each department will create an assessment process that allows for the assessment of
completed initiatives in addition to the measurement of proposals for future development of programs and
services.
Measure 8.3.1.3: Departmental assessment may include an evaluation of previously allocated resources.
Measure 8.3.1.4: Departmental evaluation of effectiveness should include assessment of:a) curricular
modifications that lead to an enhancement of student performance; and b) student performance as a measure of
the progress a department has made.
Measure 8.3.1.5: All departmental assessment plans should follow the process as outlined by the Department
of Assessment and Planning and the Faculty Committee on Institutional Effectiveness in the annual
memorandum to all deans, division heads, department heads, vice presidents and senior vice presidents.

Strategy 8.3.2:Provide closure to the assessment process by identifying how the results will be used for improvement of
services or programs.

Measure 8.3.2.1: Upon completion of the data collection for the assessment process, each department will
provide a report on the results of their assessment efforts.This report must include a section detailing how the
results will be used to improve services or programs.
Measure 8.3.2.2: The report will also delineate ways in which the departmental assessment efforts could be
improved as evidenced by the subsequent departmental plans and report.

Goal Nine: The College of Charleston will foster a culture that values civility, promotes collegiality, and embraces
cultural, geographical, and intellectual diversity.

Objective 9.1: Establish expectations for the academic community of behaviors that value civility, promote collegiality and embrace cultural, geographical and intellectual diversity

Strategy 9.1.1: Establish and communicate expectations for these responsible behaviors and ensure that critical
documents (student handbook, faculty and administration manual, policy manual, personnel manual) reflect the desired
academic culture.

Measure 9.1.1.1: Number of honor code violations by category.
Measure 9.1.1.2: Identify the number of classrooms with honor code posted.
Measure 9.1.1.3: Charge and empower the Honor Board under the supervision of the Vice President for
Student Affairs to research/review/revise the aforementioned documents using language that is less technical
and more user friendly (within 2 years).
Measure 9.1.1.4: Randomly assess staff, students and faculty regarding knowledge of expectations for
responsible behaviors and under use of reporting mechanism.

Strategy 9.1.2: Examine, modify, and streamline the existing enforcement structure.

Measure 9.1.2.1: Average elapsed time from reporting of violations to resolution.
Measure 9.1.2.2: Annual self-assessment by Honor Board that is reviewed by a team from a peer institution.

Objective 9.2: Create an infrastructure for shared physical space, shared governance, and shared communications that will support the desired culture.

Strategy 9.2.1: Create physical facilities that promote civility, collegiality, and diversity. A particular emphasis should be
given to the opportunity provided by the new library, and to the establishment of a true, functioning student and faculty
center – be it by redesigning, reconstruction or new construction.Other facilities would include coffee houses, other
informal meeting places, faculty and student lunchrooms, outdoor gardens, meeting rooms in residence halls, faculty
housing in residence halls, etc.

Measure 9.2.1.1: Increase the amount of common space by 25% over the next four years.
Measure 9.2.1.2: Increase the amount of open space on campus by 25% over the next four years.

Strategy 9.2.2: Encourage more involvement of faculty, students, and staff in governance and create new-shared
organizational structures among these groups (students on faculty senate, students involved in search committees,
faculty support of student groups, staff participation in faculty meetings).

Measure 9.2.2.1: Composition and percent change from year to year for each standing organization (e.g.,
faculty senate).
Measure 9.2.2.2: Each academic department will sponsor a guest speaker from another campus
department/program (Auxiliary Services, CARE, Student Judicial Affairs, Public Safety,etc.) to discuss and
answer questions regarding the services/benefits to the campus that are provided by guest (within 1 year).
Measure 9.2.2.3: Each club/organization will have a faculty advisor who participates in meetings/programs at
least once a month (within 2 years).
Measure 9.2.2.4: Each faculty member will participate on a major college committee or as a faculty advisor a
minimum of once every five years (within 2 years).

Strategy 9.2.3: Improve campus communications so that they are a support structure for collegiality, civility, and
diversity. Examples are effective use of email; single clearinghouse for events and campus events calendar; informative
and attractive bulletin boards.A concerted effort must be devoted to establishing and supporting a weekly campus
newspaper worthy of a nationally preeminent public liberal arts and sciences university.

Measure 9.2.3.1: Weekly circulation of campus (electronic and hard copy) newspaper during the academic
year (within 2 years).
Measure 9.2.3.2: Create "information only" bulletin boards that are maintained and monitored by appropriate
personnel (within 1 year).
Measure 9.2.3.3: Create an electronic bulletin board for non-academic/non campus business related
events/advertisements/announcements (within 1 year).
Measure 9.2.3.4: Create "Ask the Expert" web page that is promoted/sponsored by each division/school to
serve as a resource to the campus community and assign someone from each area to maintain this project
(within 2 years).
Measure 5: Create email structure so faculty can efficiently communicate with students (within 1 year).

Objective 9.3: Provide and support existing and new programs and activities that will foster civility, collegiality, and diversity.

Strategy 9.3.1:Recruit, admit, and retain students, faculty and staff who exemplify and represent a broad range of
national backgrounds and ethnicities.

Measure 9.3.1.1: Composition of student body, faculty and staff.
Measure 9.3.1.2: Compare composition of faculty and students against goal.
Measure 9.3.1.3: Reconstruct the Emerging Leaders Program to represent a broad range of cultural ethnic and
academic backgrounds.Partner the program with resources available within the Charleston community (Rotary
Club, Junior League, etc.) to develop a southeastern/national emerging leaders program (drive-in workshops,
forum, etc.) within 3 years.
Measure 9.3.1.4: Review application process to give more weighting to civility, collegiality and diversity

Strategy 9.3.2:Increase participation in co-curricular and extra-curriculum activities by requiring students’ participation
in XXX events per year.

Measure 9.3.2.1: Increase student body participation within co-curricular and extracurricular clubs by 50%
over a three-year period.

Strategy 9.3.3:Promote international, interdisciplinary and travel aboard programs, e.g., expand the office of
international education into a world education center that will provide opportunities for students and faculty to
appreciate and experience aspects of other world cultures, coordinate and encourage interdisciplinary minors, and
provide scholarships for both student/research abroad and for exchange and international students/guest faculty coming
to CofC.

Measure 9.3.3.1: Calculate and report the percentage of international students.
Measure 9.3.3.2: Calculate and report the percentage of international faculty.
Measure 9.3.3.3: Calculate and report percentage of students participating in international experiences.
Measure 9.3.3.4: Calculate and report percentage of students participating in interdisciplinary minors.
Measure 9.3.3.5: Calculate and report percentage of faculty participating in international experiences.

Goal Ten: The College of Charleston will develop and maintain strong, collegial, and sustainable relationships with external constituencies vital to the future of the institution.

Objective 10.1: Improve opportunities for faculty, staff, students and others in the College of Charleston community to
develop and maintain vital relationships with the local, state, national and international educational communities, to include local primary and secondary schools, accrediting and licensing organizations, professional organizations, school and department advisory boards, and educational government organizations.

Strategy 10.1.1: Develop a system utilizing the College of Charleston’s annual reporting process to inventory and
categorize existing beneficial relationships between members of the College community and the educational
communities.

Measure 10.1.1.1: Database development assigned by Summer 2003 and implemented by December 2003.

Strategy 10.1.2: Establish a position / office to review (and revise as necessary) the College of Charleston’s annual
planning process across the entire campus to assess needed supports and linkages to the educational communities in
order to develop new beneficial relationships and to make both new and existing relationships sustainable.

Measure 10.1.2.1: Position / office assigned by Summer 2003 and initial review of annual planning process by
December 2003.

Strategy 10.1.3: Focus positive news concerning relationships between the College of Charleston and the educational
communities in the Post & Courier and/or other appropriate community news outlets on at least a weekly basis.

Measure10.1.3.1: Track the number of positive articles concerning the College of Charleston in the Post &
Courier and other appropriate community news outlets.

Objective 10.2: Improve opportunities for faculty, staff, students and others in the College of Charleston community to
develop and maintain vital relationships with the local, state, national and international business community, to include potential employers, chambers of commerce, business/professional trade organizations, non-profit organizations, and appropriate media organizations.

Strategy 10.2.1: Develop a system utilizing the College of Charleston’s annual reporting process to inventory and
categorize existing beneficial relationships between members of the College community and the business communities.

Measure 10.2.1.1: Database development assigned by Summer 2003 and implemented by December 2003.

Strategy 10.2.2: Establish a position / office to review (and revise as necessary) the College of Charleston’s annual
planning process across the entire campus to assess needed supports and linkages to the business communities in order to develop new beneficial relationships and to make both new and existing relationships sustainable.

Measure 10.2.2.1: Position / office assigned by Summer 2003 and initial review of annual planning process by
December 2003.

Strategy 10.2.3: Focus positive news concerning relationships between the College of Charleston and the business
communities in the Post & Courier and/or other appropriate community news outlets on at least a weekly basis.

Measure 10.2.3.1: Track the number of positive articles concerning the College of Charleston in the Post &
Courier and other appropriate community news outlets.

Objective 10.3: Improve opportunities for faculty, staff, students and others in the College of Charleston community to
develop and maintain vital relationships with the City of Charleston and surrounding community, and its citizens in the
neighboring community, to include local residents, neighborhood associations, and advisory boards.

Strategy 10.3.1: Establish a new Ombudsman position reporting directly to the President or a Senior Vice President,
with responsibility for serving as an intermediary between the College and the City and surrounding community.
Measure 10.3.1.1: Position established by Summer 2003. Track disputes and resolutions on a continuing basis.

Goal 11: The College of Charleston will develop and maintain strong relationships with parents, alumni, and friends
of the College.

Objective 11.1:Parents of students will be provided with timely information to encourage their support and participation.

Strategy 11.1.1:Identify and articulate the College of Charleston’s message(s) to parents (i.e., “A Lifelong Opportunity
for Knowledge and Experiences”).

Measure 11.1.1.1: Lists of contact persons/offices.
Measure 11.1.1.2: Information on awards and honors bestowed on the College.
Measure 11.1.1.3: News and information about the faculty.

Strategy 11.1.2: Implement methods to communicate the message to parents.

Measure 11.1.2.1: Develop newsletter for parents.
Measure 11.1.2.2:Develop web page specifically for parents.
Measure 11.1.2.3:Have events for parents throughout the year, beginning with new student orientations.

Strategy 11.1.3: Establish and annually update a database of parents.

Measure 11.1.3.1:Track parent contributions to Annual Fund.
Measure 11.1.3.2:Track number of parents participating in parent events.

Objective 11.2: Increase membership and alumni participation in the Alumni Association.
Strategy 11.2.1:Identify and articulate the College of Charleston’s message(s) to alumni.

Measure11.2.1.1:College activities for alumni.
Measure 11.2.1.2:Lists of contact persons/offices.
Measure 11.2.1.3:Information on awards and honors bestowed on the College.
Measure 11.2.1.4:News and information about the faculty.

Strategy 11.2.2: Develop relevant, sustained and timely communication with alumni.

Measure 11.2.2.1:Track rate of access and participation in Online Alumni Network.
Measure 11.2.2.2:Track rate of access and participation in Online Career Network.
Measure 11.2.2.3:Track percentage of new/recent grads participating in online services.
Measure 11.2.2.4:Develop and distribute electronic Alumni Newsletter.

Strategy 11.2.3:Utilize social and academic affinity groups to develop connectivity to the Alumni Association.

Measure 11.2.3.1:Evaluate participation in Affinity-based reunions (i.e., sports, arts, academic major, Greek
affiliation, student organizations).
Measure 11.2.3.2:Monitor patterns of donations and participation through the targeted affinity groups.

Strategy 11.2.4:Increase and publicize the benefits of membership, and simplify the enrollment process.

Measure 11.2.4.1:Develop a comprehensive membership brochure to promote member benefits.
Measure 11.2.4.2:Develop additional membership benefits.
Measure 11.2.4.3: Develop online enrollment and dues payment procedures, and email renewal notices.
Measure 11.2.4.4:Track rate of new memberships.

Strategy 11.2.5:Include the Alumni Association as a prominent partner in all College events.

Measure 11.2.5.1:Alumni Association participation in at least one event in each School that focuses on
connecting current and former students to that School.
Measure 11.2.5.2:The Alumni Association will place AA brochures and informational material in all College
departments.
Measure 11.2.5.3:The Alumni Association name and logo will be displayed at all athletic arenas and
complexes.

Strategy 11.2.6:Utilize faculty and staff to promote membership in the Alumni Association.

Measure 11.2.6.1:Distribute Alumni Association information to faculty and staff .
Measure 11.2.6.2:Encourage faculty to distribute Alumni Association brochures with Exit Surveys.
Measure 11.2.6.3:Increase faculty and staff participation rates in alumni events.
Measure 11.2.6.4:Track memberships generated by department.

Strategy 11.2.7:Increase participation by retired alumni.
Measure 11.2.7.1:Invite recently retired alumni to College social events.
Measure 11.2.7.2:Solicit volunteers to mentor students or participate in other College events.
Measure 11.2.7.3:Target recently retired alumni for donation requests.

Objective 11.3: Develop interest in and support of the College of Charleston among businesses, communities, government
officials, College of Charleston retirees, and other friends of the College.

Strategy 11.3.1:. Identify and articulate the College of Charleston’s message to friends of the College.

Measure 11.3.1.1:College activities for friends of the College.
Measure 11.3.1.2:Lists of contact persons/offices.
Measure 11.3.1.3:News and information about faculty and programs
(e.g., awards and honors bestowed on the College, announcements of new
programs, etc.).

Strategy 11.3.2: Select and implement methods to communicate the message to friends of the College.

Measure 11.3.2.1:Develop newsletter for friends of the College.
Measure 11.3.2.2:Utilize web page specifically for friends of the College.
Measure 11.3.2.3:Host events for friends of the College throughout the year.
Measure 11.3.2.4:Send mailings to off-campus students once or twice a semester to remind them of basic
neighborhood etiquette.

Strategy 11.3.3: Establish and annually update a database of friends of the College.

Measure 11.3.3.1:Track friends’ contributions (e.g., Annual Fund, scholarships, internships, in-kind, etc.).
Measure 11.3.3.2:Track friends’ participation in College events.

[1] Strategies are ranked in order of priority.
[2] Peer institutions are College of William & Mary, Miami University, Davidson College, Tufts University, University of Richmond, and
Dartmouth College.