Strategies
Southwestern College will become a hub of innovation for the region by building a culture of collaboration and empowering faculty and staff to consider new ideas and ways of doing their work in support of students. The College will strategically form processes and internal structures that encourage such creativity and innovation and that build capacity and confidence among our faculty and staff. Allowing our team of educators to reimagine how and what they teach will better position our institution meet our students where they are while preparing them for what is to come. It will create the space and opportunity for the College to be open to new and different ideas—many of which we cannot possibly imagine now.
Southwestern College will offer new undergraduate and graduate programs that are market-driven to create an attractive and compelling academic program for students with majors in healthcare and industry-aligned programs such as nursing and agribusiness. We will launch several new undergraduate majors and an honors program and 3-4 new graduate programs at Main Campus and SC Global in areas such as healthcare, information technology, and school building administration. SC will grow partnerships with industry and other education institutions, such as Cowley College to advance the needs of the Winfield and Cowley County communities. Included in this process will be the reimagination and foregrounding of the fine and performing arts that is reflective of the current generation of students, the College’s resources, traditions, and the needs of our campus and Winfield communities.
To provide exemplary service to our students the College will enhance our learning and support experiences for each student. At Main Campus, we will more effectively coordinate tutoring services across core courses, particularly those with high WDF rates, launch a program for Main Campus undergraduates to seamlessly take specified summer courses at SC Global, evaluate the move to remote work for all SC GLOBAL staff and new hours of operations. We will ensure that all Main Campus students participate in at least two high-impact practices—one as part of Builder Fest/First Year Experience and at least one in their major (e.g. travel, undergraduate research).
Enhanced and expanded career services programming and service-learning opportunities will support students to reach their full potential and to live of life of service to the world without borders. A new residence hall will provide opportunities to modernize a compelling residential life program at Main Campus. We will seize on the expansion of NAIA athletics into Women’s Flag Football, consider additional athletic programs such as lifetime sports (trapshooting, bowling), the relaunch of the Jinx Booster Club, the completion of the DeHaven Center, and relaunch the student-athletic leadership programs that aligns the College’s understanding of collegiate athletics with the mission of the College.
Affirming the College’s commitment to Winfield, Cowley County and South-Central Kansas and our connection to the Great Plains Conference of the United Methodist Church, we will collaborate with community organizations, Winfield Economic Development, and churches, etc. to support the needs of the community for educational programming, economic development, and interfaith dialogue. The College will also strengthen its relationship with the Network for Vocation in Undergraduate Education (NetVUE) to support our students to discern and discover their talents, gifts, and paths to leading a life of service to the world without borders.
As the cultural hub for Winfield, SC will become a dynamic venue for campus and community events, competitions, and the performing arts, hosting a rich array of programs to attract people to campus. We will strengthen ties with the Winfield community through meaningful programming and partnerships that consider collaborations with Winfield Recreation Commission, the Winfield Arts and Humanities Council, service organizations, and churches to offer programming that fills the needs of our students and the community. We will develop partnerships with William Newton Hospital, South Central Kansas Medical Center, Community Health Clinic of Cowley County, Cowley College, Winfield Economic Development, etc.
A bold and dynamic campus requires a well-supported and intentionally onboarded faculty and staff. To this end, we will recruit and develop faculty and staff committed to the College’s mission and vision who bring diverse talents and perspectives that enrich the learning community. We will ensure that faculty and staff have at least one professional development opportunity each year. To drive creative and innovative thinking we will create opportunities for departments/divisions/units across campus to collaborate more easily and effectively in order to ensure that all work of the College is aligned with the mission, strategic goals of the College and in support of students. We will support faculty and staff to realize their professional goals and create a more sustainable work-life balance through the implementation of new policies such as a more generous family leave policy and flexibility to perform their duties as possible.
By 2028, SC will have robust enrollment at Main Campus of 650 full-time undergraduates and 100 graduate students and SC Global will see enrollment of 14,000 credits at the undergraduate and graduate levels across the calendar year. To do this, we will realize enrollment of first-year student cohorts at Main Campus of 240 by 2028 and transfer students of 45 per fall semester and realize a first-to-second year retention rate by the fall 2028 first-year cohort of 70%, balanced first-year cohorts at Main Campus of men and women, a more balanced undergraduate population at Main Campus of men and women (55% vs 45%), and stronger graduation rates. The fall 2028 FY cohort at MC will graduate in 4 years in May 2032 with an overall 52% graduation rate, the 4-year rate for men will be 47% and for women 55%, aligning SC’s graduation rate with other KCAC/KICA schools.
We will track our progress routinely, celebrate successes unabashedly, and review opportunities for improvement to create a culture of continuous improvement. This will foster more confidence which, in turn, will encourage creative thinking and innovation.
Enhanced confidence will drive the College to have greater success in engaging alumni and donors with increased fundraising activity and more robust alumni events, including Homecoming and Halls of Fame, etc. SC will apply for multiple grants each year of various sizes and foci that enhance our academic offerings, facilities, and support for students. We will see increasingly larger Builder Fund contributions annually to at least $800,000 by fiscal year 2028. A successful comprehensive campaign will allow the College to meet the goals of this strategic plan to be bold and dynamic as we build the future of Southwestern College!
As the College fulfills the activities of the SC 2028: Building Our Future strategic plan, the College will be strengthened, our mission more fully achieved, the Winfield and Cowley County communities strengthened, and our college more vibrant and sustainable into the future. The plan establishes three integrated priority goals and several strategies aligned with these goals. To ensure that the College fulfills the goals of the strategic plan, Priority Action Plans will guide the implementation of the strategic plan. They will be guided by the ongoing assessment of the outcomes of the plan as it unfolds over five years, as well as by new opportunities that are aligned with the strategic goals, and the College’s mission. The first Action Plan will be developed in May 2023 and reviewed for progress by Cabinet in December. A second Action Plan will be developed in January 2024, reviewed by Cabinet in June and December with a new Action Plan developed thereafter each January of the plan. Review and approval by the appropriate governance and institutional bodies will guide implementation. To align all the work of the College with the strategic plan, each academic division, and each administrative unit will craft Priority Action Plans. Staff and administration performance goals will be aligned with the goals of the strategic plan. Academic Program Reviews will consider the strategic direction of the College in support of the strategic plan. The Cabinet will align budget, staffing, and fundraising priorities with the SC 2028: Building Our Future strategic plan.
Oversight by the Board of Trustees
Our work will be overseen by the active participation of the volunteer Board of Trustees. Each October as part of the Board of Trustees Meeting, trustees will review the strategic indicators and evaluate progress on meeting the goals of the SC 2028: Building Our Future strategic plan. Each January as part of the Board of Trustees Meeting, trustees will review the action plans and proposed budget for strategic actions. Each April, as part of the Board of Trustees Meeting, trustees will review the proposed next fiscal year’s budget for strategic actions.
Strategic Indicators
Our work will be assessed using data and measures that are benchmarks against the College’s prior performance and as applicable to other similar institutions. Annual progress by goal will be assessed and evaluated internally by the President’s Cabinet and the Board of Trustees and shared with the campus community during regular campus presentations.
