Shaping Our Future Today: Capital University 2020+ | Capital University
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Majors

  • A Clear Vision for the Future
    A Clear Vision for the Future

    To help direct and measure our progress, this document outlines strategic directions, prioritizes key initiatives, offers an implementation timeline, and reviews the deployment of resources essential to enhancing and sustaining Capital’s excellence over the next five years.  

    READ THE FULL PLAN

    As the landscape of higher education evolves and matures, Capital University must grow and shape the future our community desires. Our shared work is to embrace new opportunities and to create distinctive educational value, while pursuing academic rigor and ensuring strong institutional support for all our efforts.

    Beginning in 2012 and charged by the Board to Trustees, our academic community undertook a strategic visioning process to fully consider the external and internal forces impacting higher education in general, and Capital University in particular, not only in the context of today, but also anticipating the future. Distilled from those dialogues and exercises, three broad ideas emerged for ensuring a sustainable and relevant future for Capital University and the transformative education it delivers.

    To direct and frame our work, while measuring our progress, eight strategic positioning statements have been developed, along with corresponding incremental milestones and metrics. You will find an overview of them below, along with an invitation to engage in shaping our future today by exploring the plan and sharing your ideas, observations and questions.


  • In this section..

    • Grow By Outreach

       

      The University must grow enrollment by reaching beyond our traditional institutional profile and by taking our educational programs to new populations who seek an affordable, non-residential education.


      The University must grow enrollment by reaching beyond our traditional institutional profile — by taking our educational programs to new populations who seek an affordable, non-residential education. Instead of recruiting students to come to Capital’s residential campus, the University must now take education out to new students wherever they are geographically located. This might include new offerings, or even different venues. This growth need not proportionally expand infrastructure; rather, it should change the balance of enrollment to infrastructure.

    • Redesign by Blending

      Leveraging online learning options opens up an array of possibilities for redesigning academic work by blending. In courses, this may enable faculty to optimize the balance of in-class and out-of-class learning, perhaps by reducing the number of class meetings or creating more opportunity for working with individuals and small groups.

      This may enable faculty to optimize the balance of in-class and out-of-class learning, perhaps by reducing the number of class meetings or creating more opportunity for working with individuals and small groups


      In major programs, blended course design and delivery could enable faculty members to focus their engagement with students on higher-order learning —where it has the greatest impact — while designing more basic learning around online experiences.

      During their Capital experiences, students could blend time on campus with learning time away — a summer, semester or year — moderating their costs and diversifying their learning experiences without falling behind. For different groups, online learning may provide the primary pathway to a degree or specialty certificate — personalizing the work by designing mentorship experiences with instructors as part of the course of study.

    • Invest for Distinction

      Just getting better is not enough in this new environment. Our competitors will be getting better, too. Capital will need something to change that equation — to stand out in the educational marketplace and become a destination, not just a satisfactory or safe choice. The way to do that is to invest in creating a distinctive value proposition, one that offers students substantially greater value for their own investment than other institutions do. The focus here is not on becoming unique in every way.

      Just getting better is not enough in this new environment. Our competitors will be getting better, too. Capital will need something to change that equation — to stand out in the educational marketplace and become a destination, not just a satisfactory or safe choice.


      Rather, the University has to stand out among competitors for what we do unusually well or differently in comparison to others. Overtly discussing and striving to achieve a “Top 10” regional ranking of excellence should become a targeted metric.

      Of course, building distinction must be an intentional process. Most historic distinctions have developed over long periods without design, but to build distinction in the short run requires focused intent. Investment clearly involves the allocation of resources, and done without sensitivity to the institution as a whole, allocation can undermine quality and morale. The key here is to design investment as part of an overall institutional process to build value.

    • Project Teams
      1. Diversity and Inclusion Strategic Plan
      2. Convergent Media
      3. New Populations (innovative outreach for growth)
      4. Cap Camps and Summer Programs
      5. Work Life/Work Load
    • Department Initiatives
      1. New Graduate Programs
        a. Social Work
        b. Education
        c. Athletic Training
        d. English
      2. Versatile Calendars/Condensed Pathways/Alternative Delivery
      3. High Impact Curricular Practices
      4. Law School
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