Annual Goals '05-'06, '06-'07

1. Improve first to second year student retention and overall graduation rates to above normal levels.

1. Use information about characteristics of students who succeed at Roanoke and become engaged alumni to improve retention and graduation rates.
2. Review existing programs to improve student services and to foster a campus climate of engagement and interaction between students, faculty and staff.
3. Engage new organizational structure to implement program-based and enrollment-management-based retention initiatives more effectively.

2. Enrollment goals

1. The Enrollment goal for 2005-06 and 2006-07 will be added in the near future.  Our ambition is to set goals through 2015 rather than setting annual goals. This will enable the college to work toward longer term admissions, retention, net revenue, and student quality goals and thus to develop longer term revenue and budget projections over the time frame of the strategic plan.  (2006-07 enrollment goal 1,860 full time students; 68.3% on campus; 78% freshman retention rate and a 44% discount rate)

3. Implement Roanoke’s new first-year experience and student orientation programs.

1. Continue the development and begin implementation of the three year phase-in of our new first-year experience.
2. Implement and evaluate the new student orientation with its academic integration focus, faculty/students and student/student interaction in orientation groups and follow-up events/activities that link orientation to the first-year experience.
3. Develop a new integrative learning experience for first-year students, such as a first-year seminar that connects with the orientation groups and advising so that all first year students take at least one course with their advisor.
4. Publicize the new program, stressing its student-centeredness.

4. Begin reconsideration of the general education curriculum so that it expresses Roanoke’s Goals for Liberal Learning.

1. Build on the new integrative learning experience for first-year students, taught by faculty members from every department, to strengthen the college’s intellectual climate and reflect Roanoke’s integrative learning approach.
2. Create a curriculum that is distinctive and transparent to students and parents about the quality, intent, and value of the core curricular learning experience.

5. Begin the development of a unique Roanoke experience by creating an innovative four-year co-curricular program that enhances students’ curricular learning and contributes to Roanoke’s Goals for Liberal Learning.

1. Begin the development of intentional applied learning opportunities that advance students’ leadership skills and sense of responsibility (for example, through student-run outdoor programming, intramural sports, college events, and peer mentoring).
2. Begin the development of intentional service experiences for students building on existing service programs such as Habitat trips, Maroon Corps, and peer mentoring.
3. Begin the development of intentional cross-cultural learning experiences for students that build on existing programs such as international travel, multicultural awareness, and Urban Plunge.

6. Consolidate existing programs to use our resources most effectively in creating a more intellectually stimulating and collaborative campus climate.

1. Re-envision the Center for Teaching and Learning as an integrated campus resource hub that enhances the learning and teaching experiences of students, faculty and staff.
2. Examine the feasibility of locating the Center in the library or another student centered location on campus.
3. Develop a new administrative structure that brings various entities together to collaborate in the implementation of the new center.
4. Begin the re-creation of the Center for Community Research as an integrated hub of activities and resources related to faculty research, and student-faculty research.
5. The new Center for Community Research will focus particularly on linking new faculty members to their colleagues and thus provide support for the intellectual and professional development of RC faculty.

7. Begin the reconsideration of existing lecture series and events to use our resources most effectively in creating a more intellectually stimulating campus climate and visibility.

1. Re-envision existing speaker series and events to provide a cohesive theme and focus that engages students, faculty, staff and external audiences.
2. Begin consideration of how a campus-wide conference/event could be linked to curricular and co-curricular programming to enhance student learning and engagement.

8. Explore the feasibility of offering programs for non-traditional learners as a new revenue source.

1. Identify viable program formats that fit Roanoke’s image and aspirations.
2. Develop a list of promising programs and their target audiences.
3. Develop a business plan for identified viable programs.

9. Create a culture of collaboration, accountability and data-driven decision making.

1. Begin the development of an integrated assessment plan and organizational structure that reflects the goals established in the 2015 Strategic Plan and the Goals for Liberal Learning.
2. Begin the development of coordinated department based assessment plans that show how each unit contributes to RC’s strategic goals and, where applicable, to the Goals for Liberal Learning.

10. Continue the consolidation of publications and Public Relations initiatives to create a strong, recognizable image and message that enhance national visibility.

1. Conduct a comprehensive audit of all internal and external publications.
2. Develop compelling messages to educate constituencies about the priorities of the strategic plan and Roanoke College’s integrative learning focus.

11. Continue improvements to our campus environment to address needs identified in the 2015 strategic plan.

1. Develop a revised facilities master plan that preserves as much green-space as possible and thus preserves flexibility for future facilities improvements and expansions.
2. Develop a plan and timeline for residence hall renovations that minimize fluctuations in the off campus student population and thus strengthen our town-gown relationship.

12. Develop a business plan in support of the strategic plan.

1. Include key constituencies (Board of Trustees, PAB, RPC, AEC) in the planning process
2. Develop resources for approved 1st and 2nd year initiatives and other longer-term approved projects and initiatives.
3. Strengthen the college’s grant writing ability to access foundation and corporate grants.
4. Work toward the development of funding strategies and determine future campaign format.
5. Involve alumni in more meaningful ways in the life of the college.