Stetson University

Strategic Planning

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2011-2014 Strategic Map: The Preceding Transformation

Clarify and assert Stetson University's identity, values and distinctiveness

  • Created a robust brand identity around "From Success to Significance" and "Dare to be Significant" in all communications and promotional materials
  • Established a university-wide Values Commitment Steering Committee to champion and infuse our values into our work
  • Integrated the culture and processes of our DeLand and Gulfport campuses and our Celebration and Tampa centers under the "One Stetson" umbrella
  • Developed a university mascot, John B.
  • Shifted undergraduate marketing to highlight Stetson University's tradition of academic rigor and challenge

Increase targeted enrollment and retention of the best students for Stetson University

  • Achieved three years of record enrollments, increasing undergraduate enrollment by nearly 30 percent and incoming first-time-in-college students by 64 percent since 2009
  • Increased the number of enrolled students who scored over 1300 on the SAT by 120 percent
  • Implemented an aggressive financial aid strategy that recognizes and rewards academically talented high-achievers
  • Increased enrollment of out-of-state students by 61 percent and students of color by 33 percent
  • Increased student retention to 78 percent through nationally recognized Student Success initiatives
  • Introduced 16 club sports, with more than 325 students now participating
  • Expanded NCAA Division I program, adding three sports (women's lacrosse, sand volleyball, and after a 56-year hiatus, football) and 170 varsity student-athletes
  • Increased our international population (by 20 percent in one year!) as well as study abroad opportunities and intercultural learning
  • Implemented planned College of Law enrollment decrease to maintain/improve academic quality

Increase the excellence of the academic program

  • Renewed Stetson University's iconic tradition of a learning environment that integrates high academic rigor with close student-faculty interaction, and a deep commitment to personal and social responsibility
  • Defined markers of academic success and assessing progress (i.e. our 2012 CPA exam passage rate is 84.6 percent, the highest in Florida; our Education pass rate is 100 percent for all state licensure exams 2011-14; our Bar exam passage rate is 85 percent as of February 2014, the highest in Florida for the second time in a year; and U.S. News and World Report ranks us among the Top 5 Universities in the South and first for trial advocacy, while Washington Monthly ranks us sixth among master's universities)
  • Completed a detailed study of all academic programs, resulting in refinements that ensure the robustness of our curriculum
  • Welcomed more than 50 new top-choice faculty as well as five new deans to provide innovative academic leadership
  • Established the Brown Center for Faculty Innovation and Excellence to enhance faculty professional development and undergraduate learning
  • Created Stetson University's first endowed deanship: the Betty Drees Johnson Dean of the duPont-Ball Library and Learning Technologies
  • Instituted experiential learning (i.e. fieldwork, community engagement, undergraduate research) as a core pedagogy across academic programs, with more than 25 percent of faculty using it to help address critical needs in DeLand and Volusia County
  • Identified and cultivated university-wide areas of interdisciplinary expertise including: environmental sustainability; data analytics; public health; entrepreneurship; global development; and social justice, democracy and human rights
  • Emphasized writing as a priority outcome university-wide, with our Legal Writing program being ranked sixth by U.S. News and World Report and 90 percent of our undergraduates meeting or exceeding writing-skill goals on a preliminary internal assessment.

Optimize the total lifelong Stetson University experience

  • Increased evening and weekend campus programming (300+ events this year alone) to create a more vibrant collegiate experience
  • Expanded Greek life, with a record-breaking 249 women and 159 men participating in Rush
  • Enhanced Student Success initiatives and resources, realizing greater student engagement and significant gains in first-year student academic success (i.e. this year 1,033 students visited tutoring, a 52 percent increase over last year).
  • Created Stetson Lifelong, a learning community for mature adults (with 400+ participants in 2013-14) in DeLand, Celebration and the Solivita Retirement Community
  • Honored with the 2012 Florida Engaged Campus of the Year Award for providing 115,000 community service hours university-wide in 2012-2013
  • Launched Bridge to Practice fellowships, providing recent graduates on-the-job experience as lawyers in public interest environments
  • Built more connections with students (i.e. introduced Senior Week) to foster a lifelong relationship with Stetson University
  • Instituted Homecoming as a fall event with record attendance and the return of Hatter football
  • Reached approximately 4,000 Hatters through approximately 130 alumni programs held nationwide since 2012
  • Built an Athletic Training Center in 2012 for football, soccer and lacrosse, as part of our Athletic Expansion Initiative, and partnered with the City of DeLand to renovate Spec Martin Memorial Stadium for Division I football

Renew and build critical systems and infrastructure

  • Revised the DeLand and Gulfport master facilities plans while reasserting the classic beauty of our campuses
  • Reduced our carbon emissions by 24 percent and aquifer water consumption by four percent, while increasing use of reclaimed water for irrigation to 90 percent (all since 2010)
  • Reduced our deferred maintenance backlog, with more than $12 million spent to renovate and preserve our facilities
  • Completed high-speed, fiber-optic connection among campuses
  • Added 200 "on-campus" beds to support growth in student housing demand through the acquisition and renovation of University Inn and Stetson Cove
  • Re-energized emergency response plans and activities within the framework of enterprise risk management
  • Created a SCALE-UP classroom in Sage Hall, featuring interactive technology that engages students more deeply in their learning

Be a great place to work

  • Enhanced wellness programs and medical services through a partnership with Florida Hospital DeLand. Faculty and staff can now receive on-campus medical treatment.
  • Continued faculty and staff salary equity adjustments and raises for all campuses, despite the economic downturn
  • Continued our high-tech, high-touch approach to student learning by hiring an additional five percent employees since 2009
  • Initiated training and development for staff at all campuses
  • Participated in the Chronicle of Higher Education's Best Places to Work survey
  • Launched the Stetson Today online portal news source, enhancing communication efforts and transparency by delivering more information of better quality in an easily shareable format

Increase financial health and sustainability

  • Increased net tuition revenue for reinvestment in the university (35 percent since 2009)
  • Grew Stetson University's endowment to surpass the $200 million mark
  • Enhanced fundraising outreach, raising more than $47 million in gifts and pledges over the past two years
  • Established multiyear budget modeling and projection efforts, stress testing our financials to ensure stability as we move forward
  • Shifted to data-based decision-making, developing Key Performance Indicators to track university success

Deepen the way we live Stetson University's core values

  • Redefined and assessed the university's values and put them on center stage during significant events
  • Continued our Values Day tradition, canceling classes to continue dialogue and foster a stronger appreciation and understanding of our values
  • Introduced a new Social Justice Lecture Series to underscore our historic commitment to effect change through community engagement and civic responsibility
  • Increased pro bono hours donated by law students by 28.8 percent since 2011 to almost 34,000 hours in 2013
  • Created numerous health and wellness initiatives arising out of our value of Personal Growth
  • Instituted a smoke- and tobacco-free campus policy effective Aug. 1, 2014
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