Strategic Plan

Building on its strengths, the College of Mount Saint Vincent aspires to be recognized among the finest, most authentically inclusive, Catholic and ecumenical liberal arts colleges in the nation.

Toward that end, the College has adopted this Ten-Year Strategic Plan which will guide the institution’s annual priorities and focus how the College allocates its resources. The College will update the Ten-Year Enrollment Projections annually and revise this plan every three years. The Plan contains the following seven strategic goals and objectives:

Strategic Goals and Objectives for 2015-2025

  1. The Undergraduate College will grow from 1,470 full-time students in 2014-2015 to 1,800 full-time students by 2020-2021 and 2,100 full-time students by 2024-2025. The College will grow its resident student enrollment from 835 in 2014-2015 to 1,400 full-time residents by 2024-2025.
  2. The School of Professional and Graduate Studies will grow from 200 FTE students in 2014-2015 to 500 FTE students by 2020-2021.
  3. The College will further enhance its excellent academic quality.
  4. The College will grow with sustainable excellence by creating systems to ensure it.
  5. The College will build on its heritage as a Sisters of Charity institution and leverage the unique educational opportunities of its location in New York City.
  6. In all things, the College will use its resources efficiently and effectively for the maximum benefit of the students it serves.
  7. The College will expand its financial resource base

GOAL I:
The Undergraduate College will grow from 1,470 full-time students in 2014-2015 to 1,800 full-time students by 2020-2021 and 2,100 full-time students by 2024-2025. (See note 1)

The College will grow its resident student enrollment from 835 in 2014-2015 to 1,400 full-time residents by 2024-2025. (See note 2)

In order to realize this goal, the College will complete the following objectives:

  1. Develop an enrollment management and academic model that maintains our diversity, ensures a critical mass of majors in each field of study, increases the number and percentage of students whose families can and are willing to contribute $6,000-$10,000 more a year toward the cost of attendance, increases from 1% to 10% the number of international students in each entering class, increases to from 18% to 25% the number of out-of-state students in each entering class, and moves the male-to-female ratio to the national average (38%).
    1. Increase the annual October 15th goal for first-time, first-year students by 4% each year, while improving the academic profile and increasing the number and proportion of students in the middle of the class (academic preparation category III) and above.
    2. Improve retention by 1% per year over the average of the preceding five years.
    3. Increase the number of transfer students enrolled at the College each semester by 3% over the prior year’s semester. Focus on increasing recruitment of community college students.
    4. Increase Resident Rate 1 % to reach 1,200 residents by Fall 2020. Further increase the Resident Rate to reach 1,400 residents by Fall 2024.
  1. Further develop and deploy a full, integrated marketing program to reflect the College’s identity as an exceptional academic institution, enhance the College’s visibility, and build the College’s reputation.
    1. Develop an intensive summer experience for high school students: Summer at the Mount. Topics might be a production course in TV studio or science/environmental one, perhaps focusing on Hudson river/local ecology.

GOAL II:
The School of Professional and Graduate Studies will grow from 209 FTE students in 2014-2015 to 500 FTE students by 2020-2021.

In order to realize this goal, the College will complete the following objectives:

  1. Develop a sound, growth-oriented business plan for each program in SPGS.
    1. Extend the College’s historical strength in nursing and current NP certificate program to offer the DNP, with such specializations as FNP, Gerontology, and Physiatry. Develop an integrated DNP/MBA program for nurse administrators. Through programs in a SPGS/School of Nursing, reinvent primary care medicine by developing expertise that reintegrates the practice of primary-care medicine in a patient-centered way. Enrollment target: 120 full-time students in eight years. Sustain the SPGS/School of Nursing Accelerated second degree program enrollment target: two entering cohorts of 30 full-time students each year. Institute an SPGS/RN to BS degree completion program.  Enrollment target: unlimited. Develop SPGS/School of Nursing programs as a College signature identifier, but in a setting and as a culture separate from the Undergraduate College and the Undergraduate College B.S. in Nursing. Develop on-line options in these programs that meet market demand and ensure demonstrably high quality. (See note 3)
    2. Develop graduate Teacher Education programs, including five year certification options, initial certification options, Special Education, and TESOL. Initiate an intensive, clinically rich Teacher Education program. Develop hybrid and online options that meet market demand and ensure demonstrably high quality. Enrollment target: 80 full-time students.
    3. Develop the M.S. in International Development and Service to enroll 24 entering students per cohort. Develop the M.S. in International Development and Service/M.B.A. program, including high quality on-line options for students abroad.
    4. Grow the MBA (with an MS in Management option) with three or four concentrations, such as Management of Nonprofit Organizations, Health Care Management, International Business, and Non-Profit Management (including NGO Management). Develop these concentrations to a minimum of 30 fte students per concentration within five years. 160 fte students within ten years.
    5. Develop a Pre-Med and Pre-Health Professions Post Baccalaureate program.
    6. Increase resources for marketing and recruitment to achieve this goal.
    7. Develop a partnership with hospitals, businesses, etc. to provide customized continuing education to their staff members.

GOAL III:
The College will enhance the quality of academic and co-curricular programs.

In order to realize this goal, the College will complete the following objectives:

  1. Enrich current academic offerings; add new interdisciplinary programs that are appropriate to mission, of high quality, meet a market need, and build coherent institutional strength.
    1. Develop signature academic programs, In addition to our signature programs in Nursing, Science and Teacher Education, develop three to six additional signature programs from among the following: Accounting, Communication, Economics and Finance, Marketing and Market Analysis, Public Policy, and Fine Arts
    2. Fully develop the Oxley Career Education Program and integrate it into the culture of the Undergraduate College.
    3. Establish and integrate into College programs the Fishlinger Center for Public Policy Research.
    4. Create a New York Experience program in Fine Arts for students from other colleges and universities.
    5. Continue to emphasize, support, and market faculty and student collaboration on scholarship and service activities.
    6. Take advantage of new charter school to increase name recognition/brand (marketing strategy). Charter School should be a research hub and center for volunteer services.
    7. Continue to expand international educational opportunities for students in conjunction with IPSL.
    8. Help under-prepared students by combining and further developing Bridge/TRIO/and HEOP into a new Mount Pathways program, offering a one-month summer jump start program prior to the first semester.
    9. Continue to develop and market joint programs with other colleges, e.g. physical therapy, speech and language pathology, and engineering. Employ Oxley Discovery Internships, targeted advising, co-curricular activities, and appropriate coursework to connect students to their programs as well as to CMSV.
  2. Enrich the life of the College outside of the classroom to strengthen student engagement and foster student development
    1. Expand the Outside the Classroom initiative.
    2. Create Living Learning Environments.
    3. Expand co-curricular programs that incorporate educational resources and opportunities of New York City.
    4. Continue to expand athletic programs as student interest and costs benefits analysis warrants by exploring addition of badminton, cricket, hockey, ping pong, and sailing.

GOAL  IV:
The College will grow with sustainable excellence by creating systems to ensure it.

In order to realize this goal, the College will complete the following objectives:

  1. Maintain, improve, and streamline the institution-wide outcomes assessment program, such program to operate continuously, incorporate all areas of College activity, include a strong feedback loop, and ensure ongoing, sustained, effective programmatic improvement.
  2. Implement the system of program review, including the Core and each academic major, such program to incorporate the data from outcomes assessment, include review by external evaluators, and establish benchmarks for improvement.
  3. Develop and fully implement a system of review for academic support and administrative functions, such program to incorporate the data from outcomes assessment, include review by external evaluators, and establish benchmarks for improvement.
  4. Annually budget resources sufficient to ensure that educational technology is continuously up-to-date, including science and nursing laboratory equipment, communication department equipment, instructional technology in classrooms, computer technology and network, library resources (often on-line), and technology to assist in providing appropriate accommodations to students with learning disabilities.
  5. Increase the faculty development program to support the vitality of its faculty and the excellence of its academic programs.
  6. Increase the number of full-time faculty in order to attain a full-time undergraduate student to full-time faculty ratio of 15 to 1 and 13 to 1 FTE student to FTE faculty ratio.

GOAL V:
The College will build on its heritage as a Sisters of Charity institution and leverage the unique educational opportunities of its location in New York City.

In order to realize this goal, the College will complete the following objectives:

  1. Continue to integrate the Mission into College programs, practices, priorities, and pride, including and blending the Vincentian tradition of service, the Setonian tradition of spirituality, and the Catholic intellectual tradition.
  2. Maintain and improve the periodic Mission assessment based on the Statement on Catholic Identity—such program to include a strong feedback loop and ensure ongoing, sustained, effective programmatic improvement.
  3. Ensure that the College’s heritage and Mission are appropriately featured in all marketing.
  4. Expand curricular and co-curricular programs that incorporate educational resources and opportunities of New York City.
  5. Launch a New York Experience program and market it to students from other colleges and universities.
  6. Continue to highlight, promote, support and integrate the College’s values as expressed in its Motto, Mission Statement, and Statement on Catholic Identity in all programming, policies, practices and priorities.
  7. Expand service learning opportunities for students.

GOAL VI:
In all things, the College will use its resources efficiently and effectively for the maximum benefit of the students it serves.

In order to realize this goal, the College will complete the following objectives:

  1. Improve administrative functions to ensure that all offices and procedures operate seamlessly from a student-centered perspective.
  2. Strengthen financial processes, controls, and reporting in order to improve budget management, identify opportunities for cost containment, and increase efficiency.
  3. Develop and implement systems and procedures to expand the effective use of technology throughout the College Community including the move to a digital, paperless campus.
  4. Update the Campus Master Plan for planned growth respectful of the College’s natural setting.
  5. Build and/or obtain residence hall on and off campus to accommodate increased enrollment.
  6. Anticipate and plan to accommodate the impact of increased enrollment on all facilities.
  7. Renovate the Elizabeth Seton Library.
  8. Renovate the Castle.
  9. Build new Nursing labs.
  10. Renovate Microbiology suite.
  11. Continue the gradual renovation of Founders Hall.
  12. Expand Hudson Heights through construction of a sun room over the Riverside Deck.

GOAL VII:
The College will sustain and expand its financial resource base.

In order to realize this goal, the College will complete the following objectives:

  1. Increase the alumnae/i giving rate 15.8% to 17%, including an expanded definition of giving.
  2. Expand grant writing expertise by supporting faculty participation in professional development conferences and workshops on grant writing.
  3. Establish a Young Alum Giving program that emphasizes the benefit students received from the generosity of past alumni and recognition of both. Expand recognition of the individuals to recognize the non-monetary ways in which alumnae/i give to the College.
  4. Maximize revenue from the use of campus for external events.
  5. Grow the endowment from its current level of 12 million dollars to 50 million dollars.
  6. Successfully complete the Ad Lux Capital Campaign by 2021.
  7. Begin the silent phase of another Capital Campaign before 2025.

Note 1:  

Enrollment growth in the Undergraduate College will require additional instructional space.  To serve 2,100 full-time students in the Undergraduate College will require the College:

  1. to construct new state-of-the-art Nursing laboratories in one new residence hall,
  2. to continue renovation of existing space in accord with the College and Sister of Charity Campus Master Plan,
  3. to increase the number of faculty offices so that every faculty member and every academic department can be well housed,
  4. to add one hour and fifteen minutes (two class meeting slots) to the weekly schedule.

In addition to these accommodations: to maintain flexibility and the nationally recommended classroom usage rate of 80%, the College must increase the number of classrooms by 7 net. Options include living/learning residence halls, renovation of the unrenovated portion of the 5th floor of Founders Hall, and temporary space on or near campus.

The addition of a classroom floor to the Library would cost approximately $15,000,000 (2013 dollars).

At 2,100 full-time students in the Undergraduate College and the accommodations outlined above, the College would be using its constructed space very intensively.  Students, members of the faculty and administrators would be discussing the need for an additional multi-use building. Further growth in the Undergraduate College would require an additional academic facility, additional residential space, a parking structure (possibly over a portion of the Villa lot), additional dining facilities, and additional recreational facilities.

From the perspective of 2015, it would be unwise for the College to commit to the extensive capital investment required for the growth of the Undergraduate College beyond 2,100 full-time students until the College’s endowment grows above $85,000,000 (2015 dollars).

In 2020, the College will begin a rigorous, systematic, and comprehensive study to determine if or when it should commit to further growth.

Note 2:

Enrollment growth in the Undergraduate College will require an increase in the residential capacity. Residential facilities must pay for themselves through student fees.

At 1,500 the College goal is 1,000 residents.
At 1,800 the College goal is 1,200 residents.
At 2,100 the College goal is 1,400 residents.

The first priority is an additional residence hall for approximately 150 students. The lower level would accommodate state-of-the-art Nursing laboratories.

Facilities for approximately 250 additional residential students could be built on campus.

Facilities for approximately 200 additional residential students could be built or acquired off campus.

The sequencing of these facility enhancements is contingent upon many variables.

Note 3:

These goals require the creation of a School of Nursing. There are many program culture/campus culture issues attending the creation of such a school. It is of Mission-centered importance to preserve the residential, liberal arts, undergraduate culture of the BS program in nursing. This program will continue to be part of the Undergraduate College. Graduate programs and undergraduate programs serving non-traditional students will fall within the School of Graduate and Professional Studies, and will be located in a facility separate from the campus. Space constraints require a major facility, and separation will facilitate the development of its own campus culture well-suited to professional education.