This story appeared in the 2023 President’s Report issue of Onyx Anneau.
Karen Dyer, vice president of advancement and strategic initiatives
Saint Mary-of-the-Woods College (SMWC) began Phase I of a new Aspire Higher Strategic Plan in 2016. Much was accomplished, and the College continued its momentum of progress. In 2019, Phase II began, and the plan was renamed the Aspire Even Higher Strategic Plan. Phase II is a dynamic framework plan – subscribing to an agile strategy methodology or a strategy-forward approach that is dynamic and responsive, intended to support innovative and progressive growth.
Agile strategy plans are used in business and industry to:
- Reduce the time to tangible value and expected results;
- Maintain momentum on the execution of long-range strategic plans through shorter, iterative implementation cycles;
- And pivot proactively and reactively to adapt to changes in both internal and external environments.
Three pillars were chosen for the Aspire Even Higher Strategic Plan and include academics, environment and awareness.
Three threads run through the strategic plan and each pillar:
Spirituality
Enrollment
Innovation
Phase I began in 2016, and Phase II of the plan began in 2019.
Choosing a more progressive funnel framework rather than the traditional pyramid plan allows the College to have an ever-changing and forward-moving plan.
SMWC’s overarching strategy incorporates smaller strategies, including plans within plans to help identify tactics and support objectives. This opportunity-based planning strategy began with President Dottie King’s establishment of the Woods Online Task Force and the Coed Transition Committees in 2015 – forming a framework for the 2016 and 2019 phases of today’s Aspire Higher Strategic Plan.
CURRENT PHASE OVERVIEW
Each pillar has several objectives, focus areas and tactics for Phase II of the Aspire Even Higher plan.
ACADEMICS – PILLAR 1
Strategic Priority 1: Innovate and elevate the distinctive, high-quality education of SMWC, laying a foundation of visionary growth and expansion.
STRATEGIC PARTNERSHIPS CREATE ENROLLMENT PIPELINES
- K-12 School Corporations
- Add credentials or licenses for para-professionals
- Bartholomew County
- Monroe County
- Tippecanoe County
- Vigo County
- Union Hospital
- MHA Cohort
- Pre-College Outreach
- C.A.M.P. at The Woods
AMPLIFY STUDENT SUCCESS THROUGH INNOVATIVE STUDENT SUPPORT SYSTEMS
- TimelyCare provides campus, online and graduate students easy access to scheduling an appointment at the health clinic or having telehealth and telecounseling available 24/7.
- Workshops were provided on inclusive teaching for faculty development and student retention.
ENVIRONMENT – PILLAR 2
Strategic Priority 2: Create an environment in which students enjoy exceptional academic and co-curricular experiences on their path to achieving excellence.
- 25% increase in students living on campus since opening Les Bois Hall and Doherty Dining Center and transitioning to Bon Appétit.
- SAINT MARY-OF-THE-WOODS ARCHIVES
- After a year of planning, the SMWC Archives and the Sisters of Providence Archives moved to a new shared space in Rooney Library as part of an ongoing collaboration and was named the Saint Mary-of-the-Woods Archives.
- 89 new parking spaces added behind Le Fer Hall and Hulman Hall to address growth needs for student parking.
- Funded by a $950,000 Lilly Grant Endowment, the second floor of Rooney Library will expand the Learning Resource Center to form a more robust Center for Student Success to improve retention.
- 61 students enrolled in Kinesiology or Exercise Science and are using newly created spaces in Hulman Hall in the former bookstore space.
- $280,759 was invested in interior, and exterior lighting upgrades since 2019, as students consistently reported lighting and safety as a concern on the Campus Climate Survey.
Gifts and grants help drive the completion of many projects.
GRANTS AND SPECIAL GIFTS
Grants from Lilly Endowment, Inc. and READI (Regional Economic Acceleration & Development Initiative), as well as special gifts, assist in the accomplishment and completion of many projects.
CONSERVATORY OF MUSIC
$554,000
ADA accessibility • Seating and lighting
Stage • Limestone steps • Exterior masonry
KNOERLE CENTER
$760,000
Locker room expansion • Classroom expansion
I LOVE LE FER
$2.3 million
New kitchens • 27 of 81 bathrooms • Free laundry • Community spaces
The 1840 • PK Parlor • LED lighting • Carpet
GUERIN HALL
$158,000
Elevator renovation
2022 Deferred Maintenance: Facilities Upgrades
$36,577
Cleaning and inspection of air handler units – Le Fer Hall
$25,910
Inspection and repair of boiler systems
$270,000
Cooling tower – Hulman Hall
$55,530
Boiler house decelerator tank replacement
AWARENESS – PILLAR 3
Strategic Priority 3: Position the College to become a leader regionally by enhancing the reputation and visibility of the institution.
INTENTIONAL VALUE-BASED CONTENT
- Diversity
- Gender equity
- Inclusion
- Liberal arts
- Service
- Spirituality
COLLEGE TOWN EFFORTS
Promoting Terre Haute as a College Town and partnering with Terre Haute Chamber of Commerce and Indiana Destination Development Corporation (IDDC) promotes brand awareness and pride.
BUILDING COMMUNITY
- Creation of inclusion and belonging
- “One Woods” video
- Creation of Human Resources video for new employees to share SMWC history
- Faculty and staff volunteer at 89 unique organizations
A.S.P.I.R.E Series
Development of an educational, arts and cultural series for students, faculty, staff and community. The series will be launched in 2023-2024.
ASSESSMENT
The Assessment Committee works with each Pillar group to measure and determine the progress of the plan.
DATA COLLECTION
- Retention rates
- Climate surveys
- Satisfaction surveys
- Ad hoc survey
PROGRESS
- Course evaluations
- Program review
- Program accreditation
- Quarterly reports
PLANNING STRATEGIES
- Burning Glass – market research
- Focus groups
- Enrollment demographics
ASSESSMENT
- Plan completion benchmark
- Graduation rates
- Handshake – career outcomes
- Analytics from web, social, SIS and CRM
- Alumni surveys
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