The Winthrop Plan A Strategy to Become a National Model for a Student-Centered University Experience Support inclusive excellence by expanding our impact on students and our communities through enrollment growth and increases in retention and graduation rates. Support inclusive excellence by expanding our impact on students and our communities through enrollment growth and increases in retention and graduation rates. Total Headcount Enrollment One-Year Retention Rate, First-Time, FullTime Freshmen 6031 6120 Baseline Target 2017 76.9% 78% Baseline Target 2017 6200 7000 7500 Stretch Target 2017 Target 2025 Stretch Target 2025 80% 82% 85% Stretch Target 2017 Target 2025 Stretch Target 2025 Support inclusive excellence by expanding our impact on students and our communities through enrollment growth and increases in retention and graduation rates. Six-Year Graduation Rate, First-Time, Full-Time Freshmen Undergraduate Student Placement Rate 55.5% 56% Baseline Target 2017 90% Baseline 90.5% Target 2017 59% 60% 65% Stretch Target 2017 Target 2025 Stretch Target 2025 92% 92% 95% Stretch Target 2017 Target 2025 Stretch Target 2025 Support inclusive excellence by expanding our impact on students and our communities through enrollment growth and increases in retention and graduation rates. Percentage of Students who are AALANA/ Asian/ International 39% Baseline 40% Target 2017 41% 43% 45% Stretch Target 2017 Target 2025 Stretch Target 2025 Support inclusive excellence by expanding our impact on students and our communities through enrollment growth and increases in retention and graduation rates. 1.1. Improve student success with new and refined cocurricular programs and services that emphasize measurable impacts on retention and graduation rates. Support inclusive excellence by expanding our impact on students and our communities through enrollment growth and increases in retention and graduation rates. 1.2 Enrich our academic program mix by developing new and innovative programs (degree programs, certificate programs, continuing education programs) and by refining existing academic programs to meet the emerging needs and interests of diverse student populations and the community. Support inclusive excellence by expanding our impact on students and our communities through enrollment growth and increases in retention and graduation rates. 1.3 Develop and implement a clear marketing strategy that refines and highlights the university’s competitive advantages. Support inclusive excellence by expanding our impact on students and our communities through enrollment growth and increases in retention and graduation rates. 1.4 Refine and implement a long-term student recruitment plan with an emphasis on expanding our reach domestically, both inside and outside South Carolina, and internationally while increasing diversity. Continually enhance the quality of the Winthrop experience for all students by promoting a culture of innovation, with an emphasis on global and community engagement. Continually enhance the quality of the Winthrop experience for all students by promoting a culture of innovation, with an emphasis on global and community engagement. Percentage of Undergraduate Students with at Least Two High Impact Practices National Avg. 62% NSSE Diversity Indicator 79% Baseline NSSE 2014 78% 79% 80% Target Stretch NSSE 2016 Target NSSE 2016 78% 80% 84% 89% Target NSSE 2024 Stretch Target NSSE 2024 83% 88% Target NSSE 2024 Stretch Target NSSE 2024 National Avg. 72% Baseline NSSE 2014 Target Stretch NSSE 2016 Target NSSE 2016 Continually enhance the quality of the Winthrop experience for all students by promoting a culture of innovation, with an emphasis on global and community engagement. NSSE StudentFaculty Interaction Engagement Indicator National Avg: 34% Number of New and Substantially Redesigned Programs 45% Baseline NSSE 2014 45% 47% Target Stretch NSSE 2016 Target NSSE 2016 50% Target NSSE 2024 N/A +5 +7 25 Baseline Target 2017 Stretch Target 2017 Target 2025 55% Stretch Target NSSE 2024 40 Stretch Target 2025 Continually enhance the quality of the Winthrop experience for all students by promoting a culture of innovation, with an emphasis on global and community engagement. 2.1 Develop new programs and enhance current ones that have the potential to be national models. Continually enhance the quality of the Winthrop experience for all students by promoting a culture of innovation, with an emphasis on global and community engagement. 2.2 Increase opportunities for students, faculty, and staff to interact with organizations in the community, with an emphasis on enhancing our impact on the surrounding community. Continually enhance the quality of the Winthrop experience for all students by promoting a culture of innovation, with an emphasis on global and community engagement. 2.3 Maintain and enhance the university’s commitment to global learning. - THE WINTHROP PLAN Attract and retain high quality and diverse faculty, staff, and administrators. Attract and retain high quality and diverse faculty, staff, and administrators. Percentage of Faculty/Managerial Staff Who Are AALANA/ Asian/ International Percentage of Full-Time Employees with Salaries At or Above the Median 14.4% 15% 15.5% 18.5% Baseline Target 2017 Stretch Target 2017 Target 2025 Stretch Target 2025 32% 35% 40% 50% 55% Stretch Target 2017 Target 2025 Stretch Target 2025 Baseline Target 2017 20% Attract and retain high quality and diverse faculty, staff, and administrators. Satisfaction of Faculty, Staff, and Administrators Based on One Or More Rating Systems 51% 53% 55% 60% 65% Baseline Target 2017 Stretch Target 2017 Target 2025 Stretch Target 2025 Attract and retain high quality and diverse faculty, staff, and administrators. 3.1 Develop innovative approaches for increasing the diversity of the candidate pools for all faculty and staff positions and for increasing our success in attracting, hiring, and retaining diverse employees. Attract and retain high quality and diverse faculty, staff, and administrators. 3.2 Develop and implement a long-term competitive compensation plan. Attract and retain high quality and diverse faculty, staff, and administrators. 3.3 Enhance professional development and training opportunities for faculty, staff, and administrators that increase the potential of the university to reach the various goals in the strategic plan. Provide facilities, technology, and programs that support Winthrop students and the overall Winthrop experience. Provide facilities, technology, and programs that support Winthrop students and the overall Winthrop experience. Number of Classrooms with Upgraded Technology Student Satisfaction with Support Services N/A +5 Baseline Target 2017 74% Baseline 80% Target 2017 +6 50 62 Stretch Target 2017 Target 2025 Stretch Target 2025 85% 85% 90% Stretch Target 2017 Target 2025 Stretch Target 2025 Provide facilities, technology, and programs that support Winthrop students and the overall Winthrop experience. Number of Online/Hybrid Programs Expenditures on Facilities 1 +3 +5 15 20 Baseline Target 2017 Stretch Target 2017 Target 2025 Stretch Target 2025 $11.1M $13.5M $13.75M $15M $22M Target FY 2017 Stretch Target FY 2017 Target FY 2025 Stretch Target FY 2025 Baseline Provide facilities, technology, and programs that support Winthrop students and the overall Winthrop experience. 4.1 Increase the use of technology in order to provide more programs and enhance access through alternative delivery methods while maintaining the quality of the Winthrop Experience. Provide facilities, technology, and programs that support Winthrop students and the overall Winthrop experience. 4.2 Develop and initiate a campus master plan that focuses both on maintenance and new construction. Provide facilities, technology, and programs that support Winthrop students and the overall Winthrop experience. 4.3 Identify critical facility renovations with a high impact on the student experience and raise money to support those renovations. - THE WINTHROP PLAN Ensure financial stability and sustainability. Ensure financial stability and sustainability. Total Endowment Assets Unrestricted Gift Revenues $43.1M $45M $47.5M $80M $90M Baseline Target 2017 Stretch Target 2017 Target 2025 Stretch Target 2025 $500,000 $600,000 $700,000 $1M Target 2017 Stretch Target 2017 Target 2025 Stretch Target 2025 $433,362 Baseline Ensure financial stability and sustainability. Alumni Giving Rate 8.6% Baseline Scholarship/ Grant Dollars for Students from University and Foundation $16.4M Baseline 9.5% Target 2017 $16.8M Target 2017 10% 13% 15% Stretch Target 2017 Target 2025 Stretch Target 2025 $17M $20M $22M Stretch Target 2017 Target 2025 Stretch Target 2025 Ensure financial stability and sustainability. Debt Ratio .539 .515 Baseline Target 2017 .500 .400 .350 Stretch Target 2017 Target 2025 Stretch Target 2025 Ensure financial stability and sustainability. 5.1 Develop and implement innovative approaches to fundraising. Ensure financial stability and sustainability. 5.2 Emphasize raising scholarship dollars to support the needs of our students. Ensure financial stability and sustainability. 5.3 Increase fundraising efforts related to facilities and technology/equipment that will enhance the student experience. Ensure financial stability and sustainability. 5.4 Build a network of alumni who will be donors, volunteers, and leaders, advancing the Winthrop Experience and its impact on the world. Ensure financial stability and sustainability. 5.5 Increase fundraising capacity by expanding the number of people actively engaged in advancement efforts including students, faculty, staff, alumni, and friends. Ensure financial stability and sustainability. 5.6 Maintain and enhance fiscal integrity by decreasing institutional debt as a portion of total assets. Ensure financial stability and sustainability. 5.7 Develop a new budget model for the university that is more transparent and more clearly aligns with institutional goals. Vision for 2025 Winthrop will be a national model for providing a supportive, high quality, and affordable educational experience that has a positive impact on the students and the community.