In Fall of 2019, the College issued an updated version of Dashboard 2021: A Visual Mapping of Outcomes and Indicators (available above) dated September 18, 2019. This version includes 2019 data for the majority of the 63 indicators. In addition, it reflects the following changes: 1) Indicator 41 language was revised to more clearly identify alumni members; 2) 2018 data for indicators 27, 28, 46, 52, and 62 were corrected, and 3) Sources identified for various indicators were refined to more clearly reflect the time of year in which the data becomes available.
Overall, we have a good story to tell regarding our effectiveness under year two of Fulfilling Our Promise:
Goal 1: Increasing Student Success and Engagement
Of the 19 indicators used to measure effectiveness on Goal 1: Increasing Student Success and Engagement, we have data on 15. Of those 15, 11 are clearly moving in the right direction and the efforts that have been underway to positively move the needles related to the development of student’s critical thinking skills and participation in co-curricular activities, as well as our graduation, retention and residency rates merit praise. Areas that stand to benefit from more considered attention include our receipt of competitive grants and strengthening our commitment to faculty-student research.
Goal 2: Cultivate and Support Equity, Diversity and Inclusion
Of the 16 indicators used to measure effectiveness on Goal 2: Cultivate and Support Equity, Diversity and Inclusion, we have data on 13. Of those 13, 12 indicators reveal positive progress. These indicators include participation in trainings, the value students and faculty place on international and intercultural experiences, and retention and graduation rates for non-White students. Our concerted efforts on Goal 2 will be further informed by an imminent Action Plan from the Goal 2 Implementation Team. Last semester, through the shared governance protocols, a Goal 2 Team was formed and, with input from the Student Government Association, Faculty Assembly, and Ramapo Staff Association, it was charged with assessing our related data and recommending an action plan to advance the indicators. The action plan is expected to be provided to the Office of the President in early October, and reviewed and made available to the entire College in November.
Goal 3: Advance Innovation as The College’s Promise and Obligation to its Students, Community, and the State of New Jersey
Goal 3 of the Strategic Plan is to Advance Innovation as The College’s Promise and Obligation to its Students, Community, and the State of New Jersey. Goal 3 has 11 associated indicators and we have data available for 9 of them right now. Of the 9, I am pleased to recognize steady growth in our engagement of high profile employers and influential alumni, and in how we optimize technology and software in our operations. One strategy on this front that is already bearing fruit was a year-long campus wide software consolidation project which created a global catalog of all software. This has helped us identify redundant as well as under-leveraged software tools. In addition, upon learning of employee sentiment as well as a need for greater clarity across stakeholder groups regarding our physical plant and the care it requires, the Facilities Management website has been revamped with a gallery of project photos and personnel profiles aimed at introducing and better recognizing the team of hardworking men and women who make up our Facilities Management Department. To these ends, innovation does not always necessitate bold new transformations, it simply requires the good will to step back, reflect, and approach a challenge or process differently; and where we need to see greater traction on innovation is in how we bring a Ramapo College education to more students despite a shrinking pool.
Goal 4: Improve Long Term Financial Strength
Of the 17 indicators used to measure effectiveness on Goal 4: Improve Long Term Financial Strength, we have data on 8 of them—this is largely because we are awaiting the fall conclusion of the Foundation’s Audit and the winter conclusion of the College’s Audit. The 8 indicators demonstrate a cautiously stable outlook. They point to our strategic stewardship of campus resources and our fundraising proceeding on track, they also reveal, however, that tangible influence in Trenton on our appropriation is difficult to grasp, especially in light of the Governor’s sequestering of the additional $1M we were successful in lobbying for Ramapo this year.
Further, the Goal 4 indicators reinforce much of what we already know but do compel us more quickly into action. We know that the business model for higher education is changing. We know that we must be willing to approach challenges differently and we know that we must accept that doing so will result in change, and that such change need not impede our mission but rather push us to re-imagine our delivery of it.
As more of the source data for the indicators becomes available, this report and the Dashboard will be updated. All Unit planners are encouraged to consider how they can collaborate with others across campus to advance any of the 63 indicators and to capture those plans in their annual Strategic Planning On-Line (SPOL) submissions.
Integration of our Strategic Goals and Indicators into our unit and school plans is essential to the College’s overall effectiveness. If you have questions on how to proceed, faculty are encouraged to speak with Dr. Mike Unger, Director of Assessment, or a member of the College-wide Academic Assessment Committee (CWAAC). Administrators and staff are encouraged to speak with Dr. Dorothy Echols Tobe, Chief Planning Officer, or a member of the Administrative Assessment Committee (AAC).
The College issued Dashboard 2021: A Visual Mapping of Outcomes and Indicators. The original Dashboard 2021, dated Spring 2019, is available here.