Difference between revisions of "Priorities:William Jewell College Strategic Priorities"

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== Tactic 3: Unifying Silos<br/> ==
 
== Tactic 3: Unifying Silos<br/> ==
 
<div>As students have expressed, they feel comfortable communicating with faculty in their own discipline, but are hesitant to contact those who are not in their disciple. Breaking down silos that block communication could aid in encouraging students talking to faculty in other disciplines. As William Jewell is a liberal arts institution, it is a goal of the college to create well rounded individuals who value critical thinking. This goal can be facilitated through accessibility to the whole faculty, not just those in one's department.</div>
 
<div>As students have expressed, they feel comfortable communicating with faculty in their own discipline, but are hesitant to contact those who are not in their disciple. Breaking down silos that block communication could aid in encouraging students talking to faculty in other disciplines. As William Jewell is a liberal arts institution, it is a goal of the college to create well rounded individuals who value critical thinking. This goal can be facilitated through accessibility to the whole faculty, not just those in one's department.</div>
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= Priority 5: Prospective Student Outreach =
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= Priority 5: Effective Campus Communication =
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<div>Currently William Jewell Admissions have not made entrepreneurship and innovation a key aspect to market about Jewell when reaching out to students. Priority 1 involves marketing to students already on our campus, but this initiative looks further into Jewell's future by engaging prospective students. The goal of this initiative would be for our Leadership Circle to build a relationship with Admissions in order to develop different ways for Admissions to share about all of Jewell's entrepreneurial resources and opportunities. This will be beneficial to the campus by bringing in more students who are driven by entrepreneurship and innovation, &nbsp;while also ensuring that all students coming into Jewell have knowledge of opportunities and resources that may currently seem hidden (even to current students) from the start.</div>
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<div>William Jewell College is a small campus with just 1100 students. Combined with centralized campus "heartbeats" like our digital library and student union, Jewell is a place in which one feels as if they are always plugged in to campus community. Ironically, Jewell campus initiatives have had a profoundly difficult time relaying information and motivating the student body to attend events. This, combined with the small size of the college, can produce lackluster engagement at events. In short, serendipity and word of mouth are both relied upon and coming up short when it comes to campus communications.<br/></div><div><br/></div><div><br/></div>
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== Tactic 1: Create a Relationship and Collect Information ==
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== Tactic 1: Define an Ideal Solution ==
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<div>The first step is to create a relationship with Admissions and collect information on specific information the Admissions Department current gives to prospective students through social media, mass marketing, website information, high school career fairs, campus visits, and brochures. Collaborating and building a relationship with Admissions means we will begin to collaborate with them to get information out to prospective students.</div>
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<div>Our overarching goal is to be able to reach every student on Jewell's campus fully digitally. This will require a multi tiered approach: A centralized calendar with all campus activities that is readily accessible and easy to add events to is a starting point. From there, organizational mechanisms that allow the events to be easily sorted by type and time is a necessary component. Yet this vision needs to include at a glance features such as the capacity to see what is happening at "Jewell Today" or "Jewell This Week." Fast, relevant, easily accessible information. As an incentive, we want to capitalize on an individuals desire to be in the know by having auxiliary resources including description of campus clubs and their leadership, brief descriptions of events, and clarify what might be happening on campus not relevant to students. For example, a Trustee meeting or debate tournament--something that is not essential for students to know but may help explain what is happening and give a sense of context. While having information accessible is nice, sometimes it is not enought. This is why our vision also includes a network with a texting service, and push notifications to iPads from a scheduling app organized by student life. It is essential our concept work around the Jewellverse initiative in which each student has an iPad. This platform will be ideal for our final vision.</div>
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== Tactic 2: Idea Collaboration<br/> ==
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== Tactic 2: Build Momentum and Prove a Need<br/> ==
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<div>The next step would be to collaborate closely with Admissions on ways we can get this information out. For example, we may decide social media is the best way to go, or possibly a brochure. We want to plan out what ways of communication we will use, and we should be able to find what solutions are the most effective. On-campus tours would be a great way to tell a story of our recent successes. If we focus on discussing Jewell's innovators, makers, and researchers during the tour, all students who visit would have the information. The student could also be given a brochure of the information as well as a link to a page on William Jewell's website that talks about all of these opportunities and resources. These ideas will be created with the cooperation of Admissions so that we can make a significant impact.</div>
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<div>The above goal is a good one, but it could never be feasible in the immediacy for cost and logistical reasons. As such we would like to first create a first iteration of our larger goal for centralized communications. This could simply include a "Jewell Today" function on the Student Senate website with a "Jewell This Week" link beneath it. While the Senate Website does not have the capacity for push notifications, another Jewell app does, and the Provost of the college has already given us permission to use that to link to senate's website weekly. By offering a single push notification (released at the same time weekly when students and staff are typically comingling over cookies) with a link to a source of information, we hope to create a habit of referring to this somewhat rudimentary app often. If we can prove students use this, hopefully we can get the funding and logistical backing to create a more elaborate version of our plans.</div>
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== Tactic 3: Project Execution ==
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== Tactic 3: Create a Communication Mechanism Between Campus Leaders<br/> ==
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<div>Lastly, these ideas would then need to be executed. Of course, after and during execution we will need to be evaluating how well the communication works. Hopefully, these projects created in Tactic 2 would have a great impact on the knowledge that our first-year students have about student resources and opportunities in innovation and entrepreneurship.</div>
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== <span style="font-size:smaller;">Separately, student leaders often find themselves working within a bubble without knowledge of other activities on campus. This is why we would like an organizational platform for working between campus leaders. This would allow collaboration on similar projects and avoid over programming students with too many activities one week and too few the next. Finally if campus leaders are aware of what is happening on campus in other spheres, they can communicate to the groups relevant to them and hopefully spark a culture of give and take by attending other groups events.</span> ==
  
 
= Related Resources =
 
= Related Resources =

Revision as of 03:57, 9 October 2015

Strategic Priorities at William Jewell College

Priority 1: Creating Pop-Up Creativity Classes

What We Found

Students were not always aware of possibilities. Many students are unaware of the many ideas that people are apart of on campus whether it be the aquaponics system or a student composing an original piece for a large performance. Many students on campus are unaware of the creativity coming from many students.

They are always bombarded with being creative and entrepreneurial. Students we interviewed felt as if the jargon surround innovation and entrepreneurship is oftentimes being pushed too hard and they are feeling overwhelmed. Jewell is a very innovative campus already and pushing students too far may cause many to back away.

They are not responding when asked to participate in many opportunities. Studies are one of the primary goals of William Jewell College and students who are involved in many activities do not feel as if they can take on any more responsibilities to make a change.

Goal

Our goal is to create pop-up creativity classes that help to facilitate the ability for students to creativity and actively solve problems present on campus by using resources avalible to them. We do not want to push onto them jargon words and such but use words familiar to them that they feel comfortable using and understanding.

Next Steps

Week
Ask more students about interest in the class.
Review other colleges that also offer classes such as these.
Month
Create an outline of what the class will look like.
Seek out funding.
Receive approval from administration.
Year
Offer the class to students.
Receive feedback to make changes and improve class.


Priority 2: Faculty Highlights

William Jewell College students, researchers, and entrepreneurs struggle to communicate their accomplishments across all disciplines. Students and faculty within each division know the achievements of their peers and teachers. However these successes are lost on the rest of the campus. By communicating these businesses, research and developments across campus we can begin to combine efforts to increase innovation and creativity on campus. 

Taking Initiative

To guide a more connected campus we will need a better way to communicate across divisions. The hardest part of starting this initiative will be finding a way to communicate effectively to every student and faculty member.

By highlighting the accomplishments of faculty students will have a better understanding of the opportunities available to them. Having this information available to the Jewell community will also make it easier to connect with faculty members that one might never get the chance to interact with in their normal  schedule. 

This information can be provided to students through the Ipads either with an app, emails, or through the Hilltop Monitor, or by promoting them in the TV's in the PLC. 

Difference

Knowing about all of the faculty members and their work outside of the classroom will give more students the opportunity know about the success that is surrounding them. This will give humanities students the opportunity to know what is happening in the sciences. By placing this information in public spaces a sense of community will be built around knowing the possibilities of success right here at Jewell.

Priority 3: Developing Innovative Curricular Endeavors

William Jewell College Students and Faculty have had difficulty starting large-scale projects with longevity and a diverse set of smaller interdisciplinary avenues/projects due to the lack of student and faculty body support. Students face barriers of hard-to-inspire colleagues and professors that have begun accepting the status quo. Students, Faculty, and staff have succumbed to excessive risk aversion. Facilitating the creation of large scale projects that utilize the resources of the local community and the forged relationships between students and faculty will invigorate the innovative and entrepreneurial spirit and results of the College.

More specifically, the curriculum at Jewell is lacking interdisciplinary projects in all majors. Jewell should launch broad projects, with smaller projects intertwined that students can complete over their four year college career. These said projects would give students experience that would have a quantifiable solution to use to market themselves as they enter the job world in the future. This solution would not only benefit the student but also the beneficiaries of the project. For example if a broad project taken on by the college was to reduce poverty in Kansas City, then the small project would have to show a reduction in poverty on some quantitative level. A small project could be a psychology demographic research project of residents in Kansas City living in poverty. Finally, the college and faculty would benefit from a curriculum change such as this. Even as it would be more work, for faculty it would allow the college to be able to have marketing solutions and have a more concrete way of showing successful community outreach.

Task 1: Collecting Initial Data

The first task is to complete research and map the demographics and plausibility of this proposal. As we talk to more faculty and students, we will learn more potential problems. Therefore the first task will be a base survey to collect and sort aggregate data as to the amount of support both from the college and for the surrounding community.

Task 2: Developing Policy

Drafting a white page document that will serve as a formal proposal is the most important process. During this drafting process we will use expert insight into legal and contractual requirements. Eventually this document will be overhauled by student, faculty, and community leader committees before submitting the document to administration of the college.

Task 3: Launching Initiative

Once support has been mapped, the next goal is start the marketing process. This will be done through social media, and campus engagement at first. Then later we will have a launch day where funding will be used to incentivize attendance and a website for the initiative will also be launched on this launch day.

Priority 4: Interdisciplinary Communication

Tactic 1: Building Relationships

Building relationships with leadership and faculty will allow for a means of entry into the faculty communication circle. Reaching out to faculty and attend a faculty meeting to open conversation about how William Jewell College can move from "polydisciplinary" - in which students are simultaneously engaged in many disciplines - to truly "interdiscplinary" - in which faculty and students connect disparate ideas and have investment in programs beyond the department.

Tactic 2: Pitching Interdisciplinary Ideas

Communicating between areas of study and departments for the purpose of collaboration will benefit the community by expanding the effects of the liberal arts approach at William Jewell College. Inviting faculty from other departments to lectures, shadow a class, collaborate on curriculum, and share ideas are the objectives of interdepartmental communication. For example, if a class is discussing a subject that relates to that of another discipline, it could be enriching to bring a faculty member from the other department to speak on the subject. Furthermore, if a department had a program that could be of interest to a student outside the major, faculty to faculty communication could facilitate communicating this program to their students.

Tactic 3: Unifying Silos

As students have expressed, they feel comfortable communicating with faculty in their own discipline, but are hesitant to contact those who are not in their disciple. Breaking down silos that block communication could aid in encouraging students talking to faculty in other disciplines. As William Jewell is a liberal arts institution, it is a goal of the college to create well rounded individuals who value critical thinking. This goal can be facilitated through accessibility to the whole faculty, not just those in one's department.

Priority 5: Effective Campus Communication

William Jewell College is a small campus with just 1100 students. Combined with centralized campus "heartbeats" like our digital library and student union, Jewell is a place in which one feels as if they are always plugged in to campus community. Ironically, Jewell campus initiatives have had a profoundly difficult time relaying information and motivating the student body to attend events. This, combined with the small size of the college, can produce lackluster engagement at events. In short, serendipity and word of mouth are both relied upon and coming up short when it comes to campus communications.


Tactic 1: Define an Ideal Solution

Our overarching goal is to be able to reach every student on Jewell's campus fully digitally. This will require a multi tiered approach: A centralized calendar with all campus activities that is readily accessible and easy to add events to is a starting point. From there, organizational mechanisms that allow the events to be easily sorted by type and time is a necessary component. Yet this vision needs to include at a glance features such as the capacity to see what is happening at "Jewell Today" or "Jewell This Week." Fast, relevant, easily accessible information. As an incentive, we want to capitalize on an individuals desire to be in the know by having auxiliary resources including description of campus clubs and their leadership, brief descriptions of events, and clarify what might be happening on campus not relevant to students. For example, a Trustee meeting or debate tournament--something that is not essential for students to know but may help explain what is happening and give a sense of context. While having information accessible is nice, sometimes it is not enought. This is why our vision also includes a network with a texting service, and push notifications to iPads from a scheduling app organized by student life. It is essential our concept work around the Jewellverse initiative in which each student has an iPad. This platform will be ideal for our final vision.

Tactic 2: Build Momentum and Prove a Need

The above goal is a good one, but it could never be feasible in the immediacy for cost and logistical reasons. As such we would like to first create a first iteration of our larger goal for centralized communications. This could simply include a "Jewell Today" function on the Student Senate website with a "Jewell This Week" link beneath it. While the Senate Website does not have the capacity for push notifications, another Jewell app does, and the Provost of the college has already given us permission to use that to link to senate's website weekly. By offering a single push notification (released at the same time weekly when students and staff are typically comingling over cookies) with a link to a source of information, we hope to create a habit of referring to this somewhat rudimentary app often. If we can prove students use this, hopefully we can get the funding and logistical backing to create a more elaborate version of our plans.

Tactic 3: Create a Communication Mechanism Between Campus Leaders

Separately, student leaders often find themselves working within a bubble without knowledge of other activities on campus. This is why we would like an organizational platform for working between campus leaders. This would allow collaboration on similar projects and avoid over programming students with too many activities one week and too few the next. Finally if campus leaders are aware of what is happening on campus in other spheres, they can communicate to the groups relevant to them and hopefully spark a culture of give and take by attending other groups events.

Related Resources

William Jewell College

2015-2016 Leadership Circle: Bradley Dice, Trevor Nicks, Ben Shinogle, Alex Holden, Macy Tush, Gretchen Mayes

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