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

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= Strategic Priorities at William Jewell College =
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= William Jewell College Project Pitch Fall 2019  =
  
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= Priority 1: Promoting Student Voice & Events =
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= Priority 1: Exposing Jewell's Student Body to Kansas City's Thriving Startup Space =
  
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== Paperless @ Jewell ==
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== What We Found<br/> ==
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<div>Recent campus changes have brought about a new “library of the 21st century,” the Pryor Learning Commons (PLC). The PLC has revolutionized the way our campus works with regards to reducing paper waste and fully embraces its role as a “paperless building.” However, many traditional modes of student communication such as flyers are disallowed from buildings that are paperless. The advent of social media has not stemmed the problem, but has in some ways exacerbated it. Students invite their existing social connections to events, and a broader audience effectively cannot be reached by an organization looking to expand its outreach efforts. However, new efforts like the program called JewellVerse may be a viable avenue for the production of a technological solution to this problem.</div><div><br/></div><div>JewellVerse is an initiative begun this school year, in which every student, faculty, and staff has an iPad, enabling a single-device synergy that empowers mobile technology in and around the classroom. Professors are beginning to integrate digital materials into their pedagogical approaches in new ways, and the technology is facilitating collaboration and a spread of ideas that previously would have been too arduous to orchestrate without a unified device ecosystem.</div><div><br/></div><div>The gradual transition that many colleges and universities have seen towards working in a digital environment is more complete at Jewell than at many comparable institutions. This presents an interesting dilemma: as the learning curve of a digital campus becomes easier and easier, William Jewell College is experiencing the advantages of working in a digital environment. At the same time, many of the historical means by which students market organizational activities rely on paper and printers, which have perhaps the widest accessibility of any classroom technology ever. Developing digital solutions to work in a digital ecosystem can take a substantial investment of time and energy, and there are few people capable of software development. We consider a Lean approach to this problem, where the problem will be validated, key stakeholder input will be collected, resources identified, and a fail-fast, agile approach to development will be taken.</div><div><br/></div>
 
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== Marketing to Advance Innovation and Entrepreneurship ==
 
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<div>The solution identified through Lean customer interviews involves creating an application to replace the existing “#jewellplc” Twitter feed TV that would include additional content feeds, particularly calendar/event feeds for organizations. On a TV, the application would scroll through content and change feeds from Twitter to Instagram to Campus Events. The same framework that has been used to prototype this project can be used to develop mobile applications, and could lead to an iPad version of the project complete with push notifications of new events.</div><div><br/></div><div>One key consideration is how this project can help advance innovation and entrepreneurship on campus. Primarily, this project aims to increase '''collision frequency'''. This is a key predictive metric for innovation and the exchange of ideas. By catalyzing a broader campus involvement, the culture of William Jewell College becomes a better environment for sharing ideas. As a liberal arts institution, William Jewell has a diverse group of interdisciplinary thinkers, makers, and researchers. We aim to improve our “return on collisions,” as Zappos CEO Tony Hsieh phrases it in [https://www.youtube.com/watch?v=1kaAVbf-I7w his talk about the Downtown Project in Las Vegas], embracing three core elements: Collision, Co-learning, and Connectedness. These are crucial for entrepreneurial mindsets and creative thinking to flourish.</div><div><br/></div><div>Another way that this can help our campus entrepreneurs is through establishing policies that would allow not only student organizations and staff to utilize the board, but also student entrepreneurs seeking to promote their ventures. By having an established channel, the awareness of entrepreneurship at Jewell will help normalize the idea that students are capable of designing and running a startup, combatting the currently risk-averse nature of the student body.</div><div><br/></div><div>As for any communications channel, it is important that the spirit of William Jewell College is conveyed as a part of our message. Our commitments to academic excellence, experiential learning, and service would be furthered by connecting students to resources such as the Academic Achievement Center, Office of Global Studies, and Center for Justice and Sustainability. This helps these infrastructural elements of William Jewell get closer to students’ everyday lives.</div><div><br/></div>
 
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== Campus Data ==
 
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<div>In the development of this project, many streams of data will be consumed and placed into the application. One side effect of this process is that the data feeds could be made available to students. Innovation benefits from an open campus data policy, adhering to ideas such as those stated by [http://campusdata.org/ the Campus Data initiative]. By bringing this sort of openness to the “JewellVerse” program, student makers and innovators would have the opportunity to do civic-hacking-style projects and improve their campus community.</div><div><br/></div>
 
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= Priority 2: Leveraging Research Internships & Industry Mentorship =
 
  
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<!--?xml version="1.0" encoding="UTF-8" standalone="no"?--><span style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;">William Jewell College students, researchers, and entrepreneurs struggle to gain industry experience with their academic projects and curriculum that would be necessary for long-term pursuits. Projects are used to benefit the students education in an academic setting but does not benefit the invested student in &nbsp;being more marketable for a future career. By accessing the distinguished alumni, local business owners, and professionals of all trade to help guide these academic projects would help students develop professional relationship, a future mentor, and skills for the industry.</span>
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Like many small regional institutions in recent years, William Jewell College has struggled with dwindling enrollment. However, the student body of the college has maintained its collective penchant for innovation and careers in&nbsp;entrepreneurship.&nbsp;&nbsp;
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<div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;"><br/></div><div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;">More or less, students participate in outstanding academic research and work while being students of William Jewell College. However to integrate these projects into internships with local business owners and entrepreneurs, students would gain an understanding of how their education and work is used in a job setting. These relationships with students would develop a possible mentorship.</div><div style="color: rgb(0, 0, 0); font-family: Arial; font-size: medium;"><br/></div>
 
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== Taking Initiative ==
 
  
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To guide a better mentor and internship program for student to excel their research experience a preliminary study needs to be conducted to assess how many students are participating in research. The hardest part of starting this initiative will be finding enough people in the industry to accept this task of advising students through research or projects.&nbsp;
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== Goal<br/> ==
  
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Students who want to gain a stronger set of skills for working in the industry would talk to their department faculty about doing research through a business or mentor program. The research project itself can be determined through the faculty and student; or it can be discussed between the student and mentor to decide how their research can best play into their future in the industry to formulate what the project should be. Preferrably, the project would end up being very similar or exactly like an internship but with integrated reserach.&nbsp;
+
We theorize that connecting students at the college to Kansas City's nationally recognized startup space will both benefit the current student body and significantly boost future enrollment by attracting students interested in opportunities in innovation and entrepreneurship.&nbsp;
  
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These types of research internship and industrial mentorships would provide students with a greater netowrk of how their education and studies will benefit in a future career path. Ultimately, this would prepare the student, researcher, and future entrepreneur with a more broad understanding of how their knowledge is used to innovate in an industry that is constantly changing for new ways and ideas.&nbsp;
+
== Next Steps<br/> ==
 +
<div>''Week''<br/></div><div style="margin-left: 40px">Ask students if they would be interested if the campus hosted an "Innovation and Entrepreneurship Career Day" once a semester.&nbsp;<br/></div><div style="margin-left: 40px">If students do indeed seem interested, we intend to move forward with approaching the administration about creating an event like the one mentioned above.&nbsp;</div><div>''Month''<br/></div><div style="margin-left: 40px">Present to the administration of the college (President, Provost, Trustees)<br/></div><div style="margin-left: 40px">Seek out approval, support, and funding for the idea.&nbsp;<br/></div><div style="margin-left: 40px">Receive approval from faculty.&nbsp;<br/></div><div>''Year''<br/></div><div>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Establish an "Innovation and Entrepreneurship Career Day" held on William Jewell's campus once a semester. At this career day, held preferably on a Monday, Wednesday, or Friday during Jewell time when students are out of class, we intend to showcase student involvement opportunities in the KC startup community, rising startups in the local startup space, an alumni entrepreneurship council, and other related career information. This event would last the whole day with the intention of exposing William Jewell's students to career opportunities, information about both local and national entrepreneurship, and building an important connection between innovation and the students at the college.&nbsp;</div><div><br/></div>
  
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== Difference ==
 
  
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A research internship would be similar but not exactly like any other type of research or internship. By combining the two aspects of research and an internship, there is a level of learning to adapt previous knowledge with constant change of a competitive industry. Students will learn to be more innovative to succeed in this competitive atmosphere. This type of learning is something that can not be replicated in the academic reserach facility. The mentoring business will benefit from acquiring the student's research for innovative thinking and problem solving.&nbsp;
+
= Priority 2: Energizing alumni connection network =
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= Priority 3: Developing Innovative Curricular Endeavors =
 
 
<div>
 
<div>
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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.
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== Thesis<br/> ==
  
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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.
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Solidify a presence for Jewell within Kansas City professional atmosphere
  
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== Task 1: Collecting Initial Data ==
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== <span style="font-size: 12px">What it looks like</span><br/> ==
  
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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.
+
While we do host career mentor programs, a way to broaden the scope of these efforts would see an addition to the curriculum which takes students to Kansas City for learning experiences related to their major-specific fields. My vision for this is for it to include requiring certain class experiences to occur in the field. This could look like a professor pushing students to seek out answers to questions within the Kansas City area and creating a tradition of student academic involvement within the professional landscape there.&nbsp;
  
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== Task 2: Developing Policy ==
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== <span style="font-size: 12px">&nbsp; &nbsp;&nbsp;</span> ==
 +
</div>
  
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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.
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= Priority 3: Interdisciplinary Communication =
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== Task 3: Launching Initiative ==
 
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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.
 
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</div>
 
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= Priority 4: Interdisciplinary Communication =
 
  
 
== Tactic 1: Building Relationships<br/> ==
 
== Tactic 1: Building Relationships<br/> ==
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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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<div>Currently William Jewell Admissions have not made entrepreneurship and innovation a key aspect to market about Jewell when reaching out to students. This is very much related to our marketing initiative. 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 in that it will bring in more students who are driven by entrepreneurship and innovation at the same time as having all students coming into Jewell with the knowledge of opportunities and resources that may seem hidden to even current students from the start.</div>
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= Priority 4: Effective Campus Communication =
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== Tactic 1: Create a Relationship and Collect Information ==
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<div><span style="font-size:small">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.</span></div>
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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 on ideas of ways to get information out to prospective students.</div>
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== The Problem ==
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== Tactic 2: Idea Collaboration<br/> ==
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<div><span id="docs-internal-guid-a7492f0f-dc1e-7346-7c57-add4508b7f2d"><span style="font-size: 14px; font-family: Arial; color: rgb(51, 51, 51); vertical-align: baseline; white-space: pre-wrap">One of main problems that we identified as a we completed our landscape canvas was the &nbsp;problem of communication between the students and the administration. Often student would be frustrated by the lack of response and ability to communicate to the college administration. There’s no clear way for student to express their concerns and suggest change.</span></span></div>
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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. On campus tours would be a great way to get the information out. If we added it into 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 site on the Jewell page that talks about all of these opportunities and resources. These ideas will be created with Admissions fully involved so that we can make a significant impact.</div>
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== The Idea ==
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== Tactic 3: Project Execution ==
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<div><div><span id="docs-internal-guid-a7492f0f-dc1e-7346-7c57-add4508b7f2d"><span style="font-size: 14px; font-family: Arial; color: rgb(51, 51, 51); vertical-align: baseline; white-space: pre-wrap">In brainstorming ideas we found several ideas that would provide a small bandaid to the larger problem but the idea we believe to be the solution a comprehensive website that allows students to ask questions and get answers. In addition to the website a committee would be formed to address the submissions. This committee would be made up of students faculty and administration, every semester the committee would hold a public forum in which students could ask for the reasoning behind different responses. The website will provide students a public medium to interact with the administration while working with the average Jewell students busy schedule. The format will allow students to submit questions and comments anonymously or with their name attached, while students can upvote submissions they relate to.</span></span></div><div><br/></div></div>
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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 two would have a great impact on the knowledge Freshman have about student resources and opportunities in innovation and entrepreneurship.&nbsp;</div>
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 +
= <span style="font-size:x-large"><span><span style="font-family: Arial; color: rgb(51, 51, 51); vertical-align: baseline; white-space: pre-wrap">Priority 5: Expanding Technology Resources</span></span></span><br/> =
 +
<div><span style="font-size:small">A problem that we identified on our campus is the lacking usability of existing technology coupled with the inability of students to access and learn about our resources. While our campus has </span><span style="font-size:small" class="gr-progress">embraces</span><span style="font-size:small">21</span><span style="font-size:small"><sup>st</sup></span><span style="font-size:small"><span>century</span></span><span style="font-size:small">technology, there is a disconnect between those resources and students’ knowledge. In some places, there is no explanation on how to use various forms of technology, and in </span><span style="font-size:small"><span>others</span></span><span style="font-size:small">that information is poorly communicated. We decided to tackle this problem by implements a three-phase project that emphasizes the usability of existing resources, creates access to useful information, then once these are available will make it useful by hosting Pop-Up classes on both tech and software. This was students can learn to create useful products on their own without the need of an academic class. The flexibility of this will appeal to a large portion of the student body who wish to differentiate themselves in the vocational market with projects such as interactive resumes, video editing, web creation, and other creative suites.</span></div><div><br/></div>
 +
== Phase 1: Infrastructure Improvements ==
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Cards with instructions next to tech
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Updated availability of &nbsp;tech in library
 +
 
 +
· &nbsp; &nbsp; &nbsp; &nbsp; Increased Ellucian Go capabilities &nbsp;
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Posters displaying available tech
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; More Apple TVs around campus
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Peripheral adapters to increase usability
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; TV "commercials" in Pryor Learning Commons
 +
 
 +
== Phase 2: Aggregate Resources ==
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; How-to videos on Ellucian Go
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Reserve rooms around campus through online form
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Publish iTunes U links for resources regarding technology on campus
 +
 
 +
== Phase 3: Pop-Up Classes on Technology and Software ==
 +
 
 +
· &nbsp; &nbsp; &nbsp; &nbsp; Orientation introduction for both upperclassmen and first-years
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Voluntary classes that partner with existing classes
 +
 
 +
·&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Multiple sessions over both technology and software use
 +
 
 +
<br/>&lt;/div&gt;
 +
 
 
= Related Resources =
 
= Related Resources =
 +
 +
{{#Widget:Youtube|id=coMSURfJGIQ}}
 +
 +
  
 
[[William Jewell College|William Jewell College]]
 
[[William Jewell College|William Jewell College]]
  
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2014-2015 Leadership Circle:&nbsp;[[Bradley Dice|Bradley Dice]],&nbsp;[[James Milam|James Milam]],&nbsp;[[Kate McFerren|Kate McFerren]],&nbsp;[[Amelia Hanzlick|Amelia Hanzlick]],&nbsp;[[Conner Hazelrigg|Conner Hazelrigg]]
+
'''William Jewell College Strategic Priorities'''
 +
 
 +
'''Fellows'''
 +
 
 +
[[Jack Still|Jack Still]]
 +
 
 +
[[Tavarus Pennington|Tavarus Pennington]]
 +
 
 +
[[Julia Almeida|Julia Almeida]]
 +
 
 +
[[Alex Holden]]
 +
 
 +
[[Gretchen Mayes|Gretchen Mayes]]
 +
 
 +
[[Trevor Nicks|Trevor Nicks]]
 +
 
 +
Benjamin Shinogle
 +
 
 +
[[Macy Tush|Macy Tush]]
 +
 
 +
[[Bradley Dice|Bradley Dice]]
 +
<div dir="ltr" style="margin-left:0pt"><br/></div><div dir="ltr" style="margin-left:0pt">'''Spring 2017 Fellows: '''[[Meg Anderson|Megan Anderson]], [[Sofia Arthurs-Schoppe|Sofia Arthurs-Schoppe]], [[Conner Foote|Conner Foote]], [[William Hyde|William Hyde]], [[Jesse Lundervold|Jesse Lundervold]], [[Dalton Nelson|Dalton Nelson]], [[Erika storvick|Erika Storvick]], [[Denver Strong|Denver Strong]]<br/></div>
 +
&lt;/div&gt;
 +
 
 +
[[Category:Student Priorities|Student_Priorities]]
 +
[[Category:Student Priorities]]
 +
[[Category:Student Priorities]]
 +
[[Category:William_Jewell_College]]
 +
[[Category:Student_Priorities]]

Latest revision as of 01:06, 5 June 2020

Contents

William Jewell College Project Pitch Fall 2019 

Priority 1: Exposing Jewell's Student Body to Kansas City's Thriving Startup Space

What We Found

Like many small regional institutions in recent years, William Jewell College has struggled with dwindling enrollment. However, the student body of the college has maintained its collective penchant for innovation and careers in entrepreneurship.  

Goal

We theorize that connecting students at the college to Kansas City's nationally recognized startup space will both benefit the current student body and significantly boost future enrollment by attracting students interested in opportunities in innovation and entrepreneurship. 

Next Steps

Week
Ask students if they would be interested if the campus hosted an "Innovation and Entrepreneurship Career Day" once a semester. 
If students do indeed seem interested, we intend to move forward with approaching the administration about creating an event like the one mentioned above. 
Month
Present to the administration of the college (President, Provost, Trustees)
Seek out approval, support, and funding for the idea. 
Receive approval from faculty. 
Year
            Establish an "Innovation and Entrepreneurship Career Day" held on William Jewell's campus once a semester. At this career day, held preferably on a Monday, Wednesday, or Friday during Jewell time when students are out of class, we intend to showcase student involvement opportunities in the KC startup community, rising startups in the local startup space, an alumni entrepreneurship council, and other related career information. This event would last the whole day with the intention of exposing William Jewell's students to career opportunities, information about both local and national entrepreneurship, and building an important connection between innovation and the students at the college. 


Priority 2: Energizing alumni connection network

Thesis

Solidify a presence for Jewell within Kansas City professional atmosphere

What it looks like

While we do host career mentor programs, a way to broaden the scope of these efforts would see an addition to the curriculum which takes students to Kansas City for learning experiences related to their major-specific fields. My vision for this is for it to include requiring certain class experiences to occur in the field. This could look like a professor pushing students to seek out answers to questions within the Kansas City area and creating a tradition of student academic involvement within the professional landscape there. 

    

Priority 3: 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 4: 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.

The Problem

One of main problems that we identified as a we completed our landscape canvas was the  problem of communication between the students and the administration. Often student would be frustrated by the lack of response and ability to communicate to the college administration. There’s no clear way for student to express their concerns and suggest change.

The Idea

In brainstorming ideas we found several ideas that would provide a small bandaid to the larger problem but the idea we believe to be the solution a comprehensive website that allows students to ask questions and get answers. In addition to the website a committee would be formed to address the submissions. This committee would be made up of students faculty and administration, every semester the committee would hold a public forum in which students could ask for the reasoning behind different responses. The website will provide students a public medium to interact with the administration while working with the average Jewell students busy schedule. The format will allow students to submit questions and comments anonymously or with their name attached, while students can upvote submissions they relate to.

Priority 5: Expanding Technology Resources

A problem that we identified on our campus is the lacking usability of existing technology coupled with the inability of students to access and learn about our resources. While our campus has embraces21stcenturytechnology, there is a disconnect between those resources and students’ knowledge. In some places, there is no explanation on how to use various forms of technology, and in othersthat information is poorly communicated. We decided to tackle this problem by implements a three-phase project that emphasizes the usability of existing resources, creates access to useful information, then once these are available will make it useful by hosting Pop-Up classes on both tech and software. This was students can learn to create useful products on their own without the need of an academic class. The flexibility of this will appeal to a large portion of the student body who wish to differentiate themselves in the vocational market with projects such as interactive resumes, video editing, web creation, and other creative suites.

Phase 1: Infrastructure Improvements

·         Cards with instructions next to tech

·         Updated availability of  tech in library

·         Increased Ellucian Go capabilities  

·         Posters displaying available tech

·         More Apple TVs around campus

·         Peripheral adapters to increase usability

·         TV "commercials" in Pryor Learning Commons

Phase 2: Aggregate Resources

·         How-to videos on Ellucian Go

·         Reserve rooms around campus through online form

·         Publish iTunes U links for resources regarding technology on campus

Phase 3: Pop-Up Classes on Technology and Software

·         Orientation introduction for both upperclassmen and first-years

·         Voluntary classes that partner with existing classes

·         Multiple sessions over both technology and software use


</div>

Related Resources

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