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Office of Institutional Effectiveness and Planning

Antioch College embarked on a long-range strategic planning process during the 2011–2012 academic year. The goal was to develop and implement an inclusive planning process that would clarify institutional priorities and drive programmatic and financial decision-making throughout all units of the College. The process began with deep thought and spirited discussion about who we are, what we value, and what we want to become. From that core came six broad goals through which the mission, vision, and learning outcomes will be realized over the next eight years. Moving forward, goal teams comprised of students, faculty, staff, alumni, trustees, and community members will formulate specific action plans to support each goal. Priority action items will be identified each year and will inform budget, assessment, and reporting activities.

The Office of Institutional Effectiveness and Planning will be releasing goal team membership lists, detailed action steps, and progress reports complementing each group of goals over the coming months. Return to this web page for further updates.

AC/2020: an 8-year strategic plan for Antioch College

MISSION

The mission of Antioch College is to provide a rigorous liberal arts education on the belief that scholarship and life experience are strengthened when linked, that diversity in all its manifestations is a fundamental component of excellence in education, and that authentic social and community engagement is vital for those who strive to win victories for humanity.

VISION

Antioch College will be the place where new and better ways of living are discovered as a result of meaningful engagement with the world through intentional linkages between classroom and experiential education.

LEARNING OUTCOMES

Antioch College’s mission will only be served if our graduates possess the knowledge and skills that enable them to win victories for humanity. Curricular, experiential education, community, and supporting elements are all designed to further learning in these areas:

  • Knowledge and Inquiry
  • Skill and Innovation
  • Critical Thinking
  • Intercultural Effectiveness
  • Social Engagement
  • Deliberative Action
  • Written, Quantitative, and Oral Communication

OVERVIEW OF GOALS

  1. Connect an excellent liberal arts curriculum with rich experiential education and deep community involvement
  2. Attract and retain right-fit students and employees
  3. Build a sustainable educational environment
  4. Support the programs through a strong revenue base and financial management
  5. Serve local, national, and global communities
  6. Emphasize institutional effectiveness

GOAL 1: CONNECT AN EXCELLENT LIBERAL ARTS CURRICULUM WITH RICH EXPERIENTIAL EDUCATION AND DEEP COMMUNITY INVOLVEMENT

  • Key competencies will be developed through the curriculum and participation in community governance and co-curricular activities.
  • Curriculum, experiential education and community life programs will be intentionally integrated.
  • Student learning assessments will drive positive changes in courses and programs.
  • Experience in the world will be valued in faculty selection.
  • Faculty evaluation and support will emphasize teaching effectiveness.
  • A low student–faculty ratio will be maintained.
  • Individual language plans will be developed for each student in support of oral proficiency language goals.
  • Experiential education opportunities will include paid employment, embedded education, study abroad, academic research and service learning.
  • College assets such as the Glen Helen nature preserve, the Antioch Farm and the Antioch Review will enrich the student experience.
  • The use of technology to enhance academic offerings will be explored.

GOAL 2: ATTRACT AND RETAIN RIGHT-FIT STUDENTS AND EMPLOYEES

  • Accreditation will be achieved by 2016.
  • The College’s mission, vision, and key messages will be consistently communicated.
  • Broad diversity will be manifest in all segments of the College community.
  • A comprehensive enrollment management plan will be developed and implemented.
  • Academic advising and student services will effectively support student retention and success.
  • Academic performance will be monitored with timely intervention as needed.
  • A comprehensive faculty and staff hiring plan will be developed and implemented.
  • Professional development will support faculty and staff effectiveness.
  • Salary and benefits packages will be competitive with peer institutions.
  • All College employees will share responsibility for the creation of a caring culture that supports student recruitment and success.

GOAL 3: BUILD A SUSTAINABLE EDUCATIONAL ENVIRONMENT

  • The campus master plan will emphasize economic and environmental sustainability.
  • Key campus buildings will be restored to support learning and institutional growth.
  • The Glen Helen Ecology Institute and the Antioch Farm will be purposefully integrated with curricular and co-curricular programs.
  • Faculty, staff, and students will model sustainable practices on campus.
  • A cost-effective model that maintains educational quality will be implemented.

GOAL 4: SUPPORT THE PROGRAMS THROUGH A STRONG REVENUE BASE AND FINANCIAL MANAGEMENT

  • A culture of philanthropy among alumni, faculty, staff, students, and friends will be enhanced and sustained.
  • Funds will be raised to allow for continuous operational, infrastructure, and capital improvements to campus.
  • The endowment will be closely monitored and will follow investment strategies and procedures set by the board to ensure fiscally responsible management of College assets.
  • Philanthropic partners will be cultivated and grants will be aggressively sought.
  • Federal and state funds will be identified and pursued.
  • Employees will be fiscally responsible in spending and allocating financial resources within their control.

GOAL 5: SERVE LOCAL, NATIONAL, AND GLOBAL COMMUNITIES

  • The Village of Yellow Springs and the College will be robustly integrated.
  • Lectures, performances, and exhibitions will add to the intellectual and cultural life of the Village.
  • Intellectual and student resources will support community projects.
  • Community members will be included in embedded education, food production, health and wellness, and sustainability projects.
  • Facilities will be designed and built to serve both campus and Village needs.
  • Experiential learning opportunities will include—but are not limited to—service-oriented community organizations across the country.
  • Global issues and language proficiency will be accentuated to prepare students to be effective across borders of language, culture, and nation.

GOAL 6: EMPHASIZE INSTITUTIONAL EFFECTIVENESS

  • A culture of planning, assessment, and accountability will be fostered.
  • Complementary strategic planning processes will be enacted in all units of the College.
  • Key metrics and benchmarks will be established in relation to peer and national institutions.
  • Periodic reviews will be initiated to track progress and drive improvement.
  • Progress reports will be provided regularly to key constituencies.
  • Future unit and departmental initiatives will be evaluated in light of the strategic plan.
  • Student learning will be assessed regularly and thoroughly in relation to established learning outcomes.
  • Appropriate management and advisory structures will be developed to implement strategic initiatives.