About Us

2014 - 2016 Strategic Plan      

I.        Helping Students Learn

  • Because job readiness has been identified as a distinguishing characteristic for the College, significant experiential learning opportunities will be built into each of our traditional undergraduate majors in a manner appropriate to each discipline. 

    • As a preliminary step, a substantial review of each undergraduate program will be conducted in order to assess the extent to which our undergraduate curriculum is fully aligned with employer needs.

    • It is anticipated that this will require a substantial reconfiguration of support functions provided by the College’s Career Services Office.

  • Because the need to instill a culture of excellence has been identified as a strategic priority and because the College’s incoming undergraduate population tends to be bifurcated in terms of college readiness, established “high impact practices” will be adopted across the undergraduate curriculum.  

  • Because technology holds the potential to dramatically impact instruction, the College will conduct a comprehensive review of the technology now employed in the classroom and evaluate best practices at comparable institutions of higher learning.  A detailed set of initiatives will then be selected from these analyses for implementation.

II.       Accomplishing Other Distinctive Objectives

  • Because the College is committed to the urban communities located in its immediate vicinity, efforts will be undertaken to ensure that the exemplary ethnic and racial diversity of its student body is maintained.

  • Because our Catholic identity has been recognized as a priority in terms of our mission and the institutional distinctiveness it provides, the College will explore opportunities to more explicitly and consistently embody Catholic values reflective of a Catholic understanding of the human person. 

III.      Students and Other Stakeholder Needs       

  • Because a lack of housing has been identified as a significant weakness, the College will pursue opportunities to acquire land on which student housing can be built. 

  • Because it is anticipated that persistence-to-graduation will soon be more explicitly tied to state and federal financial aid, resources will be allocated as needed to the support services provided to students. 

    • A comprehensive review of all of the College’s student support services will be conducted as a first step aimed at achieving excellence in all of these areas.

    • Benchmarking against exemplary providers will be conducted in advance of the additional investment this level of improvement will require.

  • Because the financial challenges students face have been identified as a national concern, strategies will be developed to help students avoid excessive debt and effectively manage their financial affairs.

  • Because more students are now living in the immediate vicinity, efforts will be undertaken to create more vibrant student life and co-curricular programs.

IV.       Valuing People

  • Because the College recognizes its responsibility to provide a satisfying and rewarding work environment and because it greatly values its faculty, administrative staff, and support staff, the Great Colleges to Work For criteria will be adopted as a framework for continuous improvement. 

  • Because threats to safety have emerged as a growing concern at many institutions of higher learning, the College will explore cost-effective measures to ensure the ongoing safety of students, faculty, and staff.

  • Because the College has recognized the value of a diverse faculty and administrative staff, best practices pertaining to minority recruitment will be incorporated into its hiring and promotion practices.

V.       Leading and Communicating             

  • Because a “customer focused” culture is consistent with the transformative nature of the College’s mission and its commitment to respect the dignity of each person and because this kind of orientation has emerged as an important distinguishing characteristic among institutions of higher learning, the College will:

    • Define excellence as it pertains to all aspects of the College’s operations;

    • Benchmark against other providers; and

    • Measure progress in this regard.

  • Because all members of the College family are highly valued and because their input and ongoing engagement are critical to our ongoing development as an institution of higher learning, additional strategies will be developed to ensure that internal communications on matters of concern are timely, thorough, and considerate in nature

  • Because we aspire to be student-centered in all that we do, the College will develop strategies to more consistently and thoroughly communicate with students regarding changes that could impact them and to involve them in decision-making whenever it is appropriate to do so.

  • Because the College has embraced the servant-leader model, it will identify opportunities through which members of the College family can exercise their leadership abilities and talents in their home communities, support them in these efforts to the extent possible, and celebrate their successes in this regard.

 

VI.      Supporting Institutional Operations              

  • Because marketing is critical to the realization of the College’s enrollment goals and financial stability, additional resources will be committed toward the achievement of the following objectives.

    • The College’s liberal arts focus, which integrates science, the social sciences, and the humanities; its Catholic identity; the small size of its classes; its student-centered orientation; and its affordability will be incorporated more explicitly into marketing materials targeting traditionally-aged students.

    • A significant effort will be undertaken to recruit graduate students who received their undergraduate degrees at other institutions of higher learning. 

  • Because it has been determined that the College can effectively and efficiently serve a larger population of traditionally-aged students, strategies designed to “grow” the undergraduate student body will be developed, assessed, and implemented.  Possibilities in this regard include:

    • The recruitment of international students using a tuition and fee schedule sufficient to attract, support, and serve this population;

    • The development of a select set of new undergraduate programs that leverage recent changes in the College’s physical plant and the makeup of its faculty; and

    • The development of additional intercollegiate sports programs (e.g., men's volleyball, cheerleading, football, etc.).

  • Because athletics has emerged as a key focus of the College’s enrollment and retention efforts, steps will be taken to better integrate the various work processes employed by our Athletics Department and the complementary strategies employed by our academic, enrollment, academic support, and marketing staff.

  • Because fundraising has been identified as a significant weakness, additional resources will be allocated to the College’s development initiatives.  This will include efforts to build the College’s endowment through planned giving and its annual campaign as well.

  • Because the College’s name has been identified as a weakness (i.e., the term “college” is less highly valued than the term “university” by some prospective students and their families; the name “Calumet” leads to some confusion vis-à-vis Purdue Calumet; and we are sometimes not recognized as a Catholic institution of higher learning), the advantages and disadvantages associated with a name change will be examined.

 

VII.    Measuring Effectiveness

  • Because student persistence to graduation represents a critical indicator of student success, the College will continue to develop and pursue strategies designed to achieve established goals pertaining to freshman first semester-to-second semester retention, freshman first semester-to-sophomore first semester retention, and freshman first semester-to-graduation within six years.

  • Because the assessment of student learning is of critical importance to our accreditors and to the commitments we make to our students, the College will develop and implement model learning and programmatic assessment systems and demonstrate the ability to parlay findings obtained through its assessment activities toward the continuous improvement of its academic, co-curricular, and student support programs and initiatives. 

  • Because the focused low-cost provider platform has been identified as the most appropriate competitive platform on which the College should compete with respect to its degree completion programs and because the accelerated nature of our degree completion programs can inadvertently contribute to a lessening of course standards and quality, steps will be taken to ensure course rigor, consistency, and full three credit hour value.  Benchmarking against exemplary providers will be conducted as part of this process.

 

VIII.    Planning Continuous Improvement

  • Because technology holds the potential to dramatically impact the efficiency and effectiveness of the College’s critical work processes, a comprehensive review of the technology now employed in key support functions and business operations will be conducted.  A detailed set of initiatives will then be selected from these analyses for implementation.

  • Because the benefits promised from the College’s use of cross-functional teams and its annual operational planning processes have not yet been fully realized, a comprehensive evaluation of these processes will be undertaken in order to optimize their effectiveness.

IX.      Building Collaborative Relationships

  • Because the College’s mission and strengths align well with the ambitious education goals announced by the federal government and the State of Indiana, a select set of initiatives targeted to underserved populations in Northwest Indiana and in the greater Chicagoland area will be developed and implemented.  Possibilities in this regard include:

    • Dual credit for GED students; and

    • Additional associate degrees.

  • Because the College recruits so heavily from the several communities surrounding it, extensive efforts will be undertaken to establish deeper relationships with key stakeholders and decision-makers in each of these communities.

  • Because several of the College’s academic programs prepare students to serve the needs of local communities (e.g., police officers, teachers, civil servants, etc.), the College will take steps to inform state and local officials about the value of college degrees to those who earn them and to the communities they serve, and to encourage the adoption of legislation promoting associates, bachelors, and masters degrees as qualifying credentials for key jobs.



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Calumet College of St. Joseph
2400 New York Avenue
Whiting, Indiana 46394
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Telephone: (219) 473-4215 (Indiana)
                      (773) 721-0202
                      1-877-700-9100 (Toll Free)