Part I: Goals and Objectives

B. Key, Overall Goals for the Institution

Reader's Question: To what extent are the goals for the institution's academic programs, institutional management, and fiscal stability realistic and based on comprehensive analysis? 

C. Measurable Objectives for the Institution 

Reader's Questions: To what extent are the objectives in the plan measurable and related to the institution's goals? And, to what extent will the objectives, if the institution achieves them, contribute to the growth and self-sufficiency of the institution? 


The Centennial Planning Committee established the following priorities for the University:

Priority One is to establish Millikin's reputation as a distinctive small university of excellent academic quality. 

Priority Two is to improve the learning and living environment for students. 

Priority Three is to improve Millikin's ability to recruit and retain excellent faculty and staff. 

Priority Four is to expand external partnerships to enhance opportunities for learning and citizenship. 

Priority Five is to strengthen the financial base to sustain Millikin's future. 

Based on these Priorities, the following goals (numbered below) and objectives have been established. Title III activities are indicated by *.

Goals/CPC Strategies
Objectives
* 1. Strengthen the University's existing signatures in the Millikin Program for Student Learning and the arts; create new signature programs using specified criteria. 
By 2006-2007 increase to 100% the number of students who use self-guided tools for development of an Individual Plan of Study.
By September 2007, increase to 100%, the number of first-year faculty who are fully conversant with the MPSL and student service resources by the end of their first year of service.
By September 2007, increase to 100% the number of continuing faculty who are fully conversant with the MPSL and student service resources.
By 2007 a comprehensive system of assessing the MPSL will be in place.

*2. Continue to increase educational quality at Millikin through improved student success, modest growth in enrollment, and a fully diverse campus (students, faculty, staff and programming).
By 2006-2007 increase freshman-sophomore retention from 79% to 83%.
By 2006-2007 increase the six-year graduation rate from 61% to 70%.
o By September 2007 increase the freshman to sophomore retention rate for Exploratory Students and other at-risk students will increase to 83%
By 2006-2007 increase senior student learning measure from 56th percentile to 70th percentile by 2006-2007.
By 2006-2007 increase enrollment to 2,500.
By 2007 effective campus linkages to support student development will be in place. 

3. "Tell Millikin's story": promote Millikin's quality and distinctiveness; position the University among its markets and audiences.
By 2007 Maintain and/or improve on NSSE learning process survey scores; maintain high percentile when compared with benchmark institutions (50th percentile or above); maintain or increase high levels of interdisciplinary enrollments. 

*4. Implement a comprehensive advising and student development plan.
By 2007 reduce the gap between importance and satisfaction with advising on the Noel-Levitz inventory from 1.07 to .50 .
By 2007, all students will have a web-enhanced development plan.

5. Continue to improve learning spaces: (a) Renovate Scovill Hall as a "front door" for Millikin's business programs and a technology center and (b) create space for the theatre and arts programs.
By 2002-2003 begin work on Scovill Hall and theater and arts buildings.

6. Improve "student union" type spaces and implement the "24/7" concept for student services; work with the community to develop a "campus town" in the vicinity of the campus.
By 2007 begin student union projects; continue to encourage favorable businesses to locate near campus.

*7. Redesign faculty and staff workload to facilitate improved teaching and advising; greater collaboration to improve the curriculum and student success; and stronger student support and service.
By September 2007 increase to 90% the number of faculty members who either 1) have an advising load that falls within a range defined in the Policies and Procedures manual, or 2) receive compensation or release time for advising loads exceeding that range.
By September 2007 the level of staffing for support and teaching will be the equivalent of peer institutions. 
By 2007 each department and program will have a system of advising clearly outlining the relationship between the major and University Studies.
By 2007 registration online will be possible for all students.

8. Increase faculty, staff, and administration compensation using benchmarked criteria.
By September 2007 faculty compensation will be comparable with that of the University's "aspiration" group.

9. Expand external partnerships that increase students' opportunities for experiential and engaged learning and enhance Millikin's role as an institutional citizen, emphasizing partnerships with the local and regional communities and in selected international locations.
By 2007 complete community survey instruments, assess data, increase and enhance offerings of international programs; maintain high level of service learning, internship, and other experiential learning possibilities.

10. Increase the ways Millikin's alumni can help their alma mater and ways the university can be a continuing learning resource for its alumni.
By 2007 expand First-year Student/Alumni mentoring program (piloted 2001-02); employ recent alumni in recruiting in state and out of state; expand Career Networking Opportunities; explore Continuing Education programs for alumni, including Distance Learning options

11. Increase the financial flexibility necessary to address current and future plans by building endowment and lowering debt.
By the 2006-2007 fiscal year the University's use of the endowment and long-term investments will be restricted to the withdrawal of five percent annually.

12. Increase revenue to support the annual operating budget through new and existing revenue producing programs, modest enrollment growth, and an improved competitive market position.
By the 2006-2007 year the annual debt service will be 5% of the annual budget down from 9%.