Strategic Plan — April 2003

The Present: Who we are . . .

Centenary College of Louisiana is a selective, residential institution, affiliated with the United Methodist Church, where students and faculty work together to build a community focused on ethical and intellectual development, respect and concern for human and spiritual values, and the joy of creativity and discovery. To that end, our curriculum offers innovative undergraduate programs and a limited number of graduate programs in the humanities, the natural sciences, the visual and performing arts, and the social sciences. Rooted in the liberal arts, this curriculum, together with an array of co-curricular opportunities, strengthens the foundation for our students' personal growth and professional goals.

Our core curriculum introduces students to the liberal arts through its First-Year Experience, which illuminates the connections among the humanities, mathematics, the natural sciences, and the social sciences. The core develops skills in reading, writing, speaking, critical thinking, and numeracy—basic skills of the well educated, the liberally educated, person. Our program of majors in the arts and sciences and pre-professional fields builds on the core curriculum to provide specialized instruction that positions students in the vanguard of their disciplines. An ambitious, experiential co-curricular program, the Centenary Plan, acquaints our students with the practicalities of the workaday world and instills in them the ideal of responsible citizenship within both the local and global community.

Centenary's mission extends beyond the classroom. As the cultural center of the ArkLaTex region, the College makes available to the community, as well as the student body and faculty, sculpture, painting, photography, dance, theater, and choral and orchestral performance not only in courses, but also through fine arts exhibits and concerts. An extensive array of intercollegiate and intramural sports, together with modern fitness facilities, promotes an understanding of the interdependence between the life of the mind and the health of the body. By involving our students in college governance and in student organizations, the College encourages an appreciation of civic rights and responsibilities in a democratic society.

Through the curriculum, co-curricular activities, and residential environment, Centenary strives to reinforce the values of beauty, truth, and goodness, and to stress the necessity of their attendants: intellectual curiosity, critical inquiry, creative expression, and tolerance.

The Past: Where we have been . . .

Centenary College of Louisiana traces its beginnings to the charter from the State of Louisiana that established the College of Louisiana in 1825. In 1845 that college merged with another, private institution, Centenary College, which the Methodist conference of Mississippi and Louisiana had founded in 1839, the 100th anniversary of the birth of the Methodist Societies in England. During the 2000-2001 academic year, Centenary College of Louisiana commemorated the 175th anniversary of that original charter, which makes us the oldest chartered institution of higher learning west of the Mississippi River.

That year also witnessed the successful completion of a five-and-a-half year comprehensive campaign, The Campaign for Centenary: A Vision for the Future—its goal, $90 million. During the celebration of the 175th anniversary on Founders' Day, President Kenneth Schwab, along with the campaign's co-chairs, unveiled a sum exceeding $102 million.

Thanks to that campaign and to the Institutional Plan that guided it—to individual donors and to such entities as the Louisiana Board of Regents, the National Science Foundation, and the Howard Hughes Medical Institute, which funded numerous grant applications by faculty and staff—those five-and-a-half years witnessed the installation of a fiber-optic network that fully integrated the Centenary campus, the renovation of laboratories and the installation of new ones in all academic divisions, the major renovation of two residence halls, the creation of an endowed professorship program to support student/faculty collaborative research, the installation of the Banner administrative computing system, and the $9-million renovation of Haynes Gymnasium and the construction of a fitness center and natatorium.

During the 12 months following the Founders' Day festivities, the Centenary community again closely examined the academic, co-curricular, and extracurricular programs and services. Academic departments, administrative units, including representatives of the student body, and academic support units—all identified their strengths and weaknesses and evaluated the conditions that either presented opportunities or posed challenges for specific programs and for the institution as a whole. The analysis then guided those units in assessing their needs. Priorities articulated by a student focus group, appointed by the President of the Student Government Association, further guided the Planning Committee, a group with representatives from the faculty, the administration, the Board of Trustees, the student body, and the Alumni Association. It was the task of the Planning Committee to create a coherent document that set priorities among those needs.

This new, five-part Strategic Plan addresses seven goals and represents our cooperative analysis of needs in three basic areas: programs, plant (facilities and equipment), and personnel.

The Future: Where we plan to go . . .

Projections by the Office of Institutional Research, the Office of Admissions, and the Provost anticipate an undergraduate full-time enrollment of 1100-1200 students by 2006. An enrollment of this size would strengthen especially those academic programs that traditionally attract a limited number of majors but remain essential to liberal education. An increase in enrollment, because it would provide additional revenue, would enrich the academic program in general and benefit student life. The ethnic and social diversity that a larger undergraduate enrollment would bring to Centenary would add vitality to academic programs and student life. While demanding additional housing and parking, a larger resident population would result in the more efficient use of our facilities. For these and other reasons, the principal goal of this Strategic Plan is

  • To achieve an undergraduate full-time enrollment of 1150 by the 2006-2007 academic year.

With this growth in enrollment as our overarching goal, six general goals have guided us in the planning process:

  • To sustain the academic programs that contribute to the distinctive educational experience that Centenary offers, to enhance our traditional courses of study, and to devise new strategies that will provide for the academic success of students after matriculation and after graduation.
  • To enhance the residential experience of students within a secure environment in ways that acknowledge the connection between academic success and social and spiritual fulfillment.
  • To renovate aging facilities and to construct new ones in which a growing resident population can thrive both intellectually and culturally.
  • To augment and maintain the technological infrastructure, which supports academic endeavors, the delivery of services, administrative functions, and financial activities, and to stay abreast of new advances in technology while preserving traditional sources of information.
  • To increase our resources not only by growing our enrollment, but also by taking full advantage of recent investments in technology to design new strategies for fiscal well-being and by nurturing the relationship between the College and our alumni and the public at large.
  • To develop and grow the faculty, staff, and Board of Trustees as a systematic response to our planned enhancements in academic programs and residential life.

1. Recruitment, Enrollment, Retention

The goal of enrolling approximately 1150 students in the undergraduate program by 2006-2007 will necessitate the creative use of existing human and technological resources and additional investments in these areas. We must devise new strategies for recruitment—the recruitment of a culturally diverse student population—and enhance our current programs for retention. We must identify new sources of financial aid for students and disburse that aid in innovative and fiscally responsible ways. Finally, we must expand the physical campus to accommodate additional housing, parking, and academic facilities and maintain the beauty of the grounds.

1.1 Programs

1.1.1 To increase enrollment to a base of 1100-1200 FTE by 2006
Resources: Budget
Responsibility: VP for College Relations
Status: Ongoing

1.1.2 To increase entering first-year students in 2002 to 275, in 2003 to 300, in 2004 and succeeding years to 325
Resources: Budget
Responsibility: VP for College Relations
Status: Ongoing

1.2 Plant (Facilities and Equipment)

1.2.1 To acquire land on the campus periphery to support future growth
Resources: $1.35 million
Responsibility: VP for Finance and Administration
Status: The increase in enrollment will necessitate additional housing and parking and the maintenance of new facilities and property.

1.3 Personnel

1.3.1 To hire additional administrative staff to ensure adequate support for the recruitment, enrollment, and retention of students
Resources: $53,000 per year (including benefits)
Responsibility: VP for College Relations
Status: To accomplish our goal of increasing enrollment and sustaining an enrollment of approximately 1150 undergraduates, we must enhance our program of enrollment management. This complex, strategic effort demands additional support staff.

2. Academic Quality

Centenary's academic program has many enduring traditional features, resting as it does on the liberal arts. The distinctiveness of our program owes much to the value that it places on interdisciplinary approaches to education and on experiential learning. In particular the two-semester First-Year Experience provides a model of liberal interdisciplinarity, while the experiential Centenary Plan connects our students to other cultures and, through service, to the local community and prepares them in practical ways for work. The excellence of our academic program, then, depends on a competent and dedicated staff and on an innovative faculty that is both versatile and professionally active in specific disciplines. From our students' perspective, small classes and access to their professors outside of class are essential to their academic success. The SGA-appointed focus group, while enthusiastic about the goal of increasing the undergraduate population, observed that enrollment in introductory courses was larger than the advertised 12/1 student/faculty ratio had led them to anticipate, and they expressed apprehension that the projected enrollment of 1150 undergraduates would mean even larger first-year classes. In order to sustain our various academic programs and to enhance our students' prospects for success, Centenary must invest both time and money in programs themselves, in new and current personnel, in opportunities for the professional development of faculty and staff, in the recruitment of a diverse faculty and staff, and in equipment and facilities.

2.1 Programs

2.1.1 To sustain the Academic Resource Center for Students (ARCS)
Resources: $75,000 per year
Responsibility: Provost
Status: Established in 2001-02, the Academic Resource Center for Students (ARCS) is an ongoing enterprise designed to help all Centenary Students improve their academic performance. ARCS offers assistance in a variety of areas, including study skills, time management and motivation, and writing. (The ARCS director supervises the Writing Lab.) ARCS also addresses individual academic needs. In addition to managing these efforts, the director coordinates the first-year advising program.

2.1.2 To enhance the Centenary Plan
Resources: $143,500 per year
Responsibility: Provost, VP for College Relations
Status: The Centenary Plan, our three-part experiential co-curricular program, occupies an important place in our mission. Currently the College is providing modest support for international travel. Additional support would make it possible for a greater number of students to participate in Centenary-sponsored programs abroad. Additional resources are also needed to enhance Service Learning and Career Explorations. These resources would support, among other things, a coordinated internship program and an expansion of services in career planning and placement. We believe that such enhancements of this signature program, which figures prominently in promotional literature and presentations to prospective students and their parents, will aid in recruitment and retention, while strengthening the Plan itself.

2.1.3 To sustain and enhance the First-Year Experience (FYE)
Resources: An additional $10,000 per year
Responsibility: Provost, Academic Policy Committee, FYE Committee
Status: Unlike the first semester (English 101), whose staff comes exclusively from the English department, the thoroughly interdisciplinary second semester FYE draws its faculty from many departments, and these professors have a limited instructional commitment to the program. The content of the program is similarly fluid. Consequently, the orientation and training of new faculty represent a perennial necessity—and demand resources. Because FYE—the fall semester as well as the spring—involves students and faculty in co-curricular activities, additional resources are needed to support curricular enhancements such as fieldtrips and speakers for individual or clustered classes.

2.1.4 To increase the departmental budgets, provide and maintain equipment, and strengthen the SACS-mandated program of self-assessment
Resources: $260,000 per year
Responsibility: Provost
Status: As the departmental needs assessments revealed, departmental budgets are inadequate. These funds are especially inadequate in meeting the costly equipment needs of the natural sciences and the visual and performing arts. It is hardly possible to sustain, let alone enhance, our academic programs without annual increases in departmental budgets. Academic excellence further depends on a conscientious program of self-assessment, and this too requires financial support.

2.1.4.1 To secure stable funding for the maintenance of equipment
Resources: $30,000 per year
Responsibility: Provost
Status: The success of many of our academic endeavors depends on grant-funded equipment, and this in turn requires a program of regular maintenance.

2.1.5 To submit an application for a Phi Beta Kappa chapter
Resources: $5,000 one-time commitment
Responsibility: Provost and local Phi Beta Kappa members
Status: One measure of Centenary's commitment to academic excellence is our longstanding commitment to recruiting new faculty who are members of Phi Beta Kappa. The society accepts applications every three years. Whether Centenary is able to submit an application in 2003 will depend on whether there are the requisite number of members of Phi Beta Kappa among the full-time faculty.

2.1.6 To position our students to compete successfully for post-graduate academic opportunities
Resources: $22,500 per year in operating budget
Responsibility: Provost
Status: Our aim is to expose those students who might wish to pursue post-graduate education to a wide range of academic opportunities. Our further goal is to give them a competitive edge. To these ends the College currently provides limited resources for the annual Student Research Forum and a modest travel subsidy to students who present creative and scholarly work at conferences. We envision greater aid than is currently available in support of applications for prestigious national and international fellowships. Support of this kind pays large dividends, and we seek to augment our efforts.

2.1.7 To accredit the undergraduate program of the Department of Education (NCATE)
Resources: $30,000 per year
Responsibility: Provost; Chair, Department of Education
Status: The College submitted the application for NCATE accreditation in October of 2001. According to the State Board of Elementary and Secondary Education, we can certify teachers only if our program meets NCATE standards. The Planning Committee further recommends that the College examine the graduate program in Education.

2.2 Plant (Academic Facilities and Equipment)

2.2.1 To renovate and equip Mickle Hall as a state-of-the-art science facility
Resources: $15-20 million
Responsibility: VP for College Relations, Provost
Status: Schedule remodeling of Mickle Hall now that the Choir has vacated the building. Determine the relocation of the Department of Mathematics.

2.2.2 To enhance the fine arts programs

2.2.2.1 To renovate and refurbish the Hurley School of Music main building
Resources: $4 million
Responsibility: VP for College Relations
Status: Ongoing

2.2.2.2 To renovate Marjorie Lyons Playhouse and construct a Black Box Theatre
Resources: $4 million
Responsibility: VP for College Relations
Status: Ongoing

2.2.2.3 To construct a 1200-seat auditorium
Resources: $15-17 million
Responsibility: VP for College Relations
Status: Ongoing

2.2.2.4 To construct new Meadows Museum and Art Department complex Resources: $7.5 million
Responsibility: VP for College Relations
Status: Ongoing

2.3 Personnel

2.3.1 To achieve parity in faculty compensation with peer institutions
Resources: $500,000 per year added to salary pool with no increase in faculty number
Responsibility: VP for Finance and Administration, Provost Status: Within our 24-member peer group, Centenary ranks in the lower half in both the average salary and the average total compensation for faculty—even when adjustments are made in the calculations to reflect regional disparities in cost of living. Parity with even the median institution within this peer group will require substantial increases in these areas.

2.3.2 To achieve parity in instructional obligation with peer institutions
Resources: Budget
Responsibility: Provost
Status: A survey by the Office of the Provost reveals that the typical instructional obligation at ACS and other peer institutions consists of three 3-hour courses per semester for the humanities, social sciences, and mathematics. The instructional obligation for these divisions at Centenary (four 3-hour courses per semester) is substantially higher. The instructional obligation for the Natural Sciences at Centenary is in line with the typical two-lecture, two-lab obligation at our peer institutions; however, they typically provide technical support (see 2.3.4). This disparity makes Centenary less competitive in hiring and retaining superior faculty. In fall 2002, the President appointed a committee of representative faculty, chaired by the Provost, to study the issue. This ad-hoc Faculty Courseload Parity Study Committee presented a report to the President in April 2003.

2.3.3 To add full-time faculty to meet the projected enrollment increases during the next five years
Resources: $600,000 per year
Responsibility: Provost, VP for College Relations
Status: Planned student enrollment increases must be matched with appropriate increases in faculty. Initial planning calls for 11-12 faculty additions from 2002 to 2006.

2.3.4 To provide technical assistance for academic programs in the sciences and art
Resources: $45,000 per year
Responsibility: Provost
Status: The natural sciences division and the art department lack technical help. To make efficient use of equipment and facilties and to provide the time for faculty to work with students, these departments require technical support.

2.3.5 To secure stable funding for start-up requests and matching grants
Resources: $50,000 per year
Responsibility: Provost
Status: The vitality of the academic program depends in no small measure on the recruitment of teachers and scholars who are both current in their disciplines and innovative. So it is important that the College meet the technological needs of new faculty. The Centenary faculty has an enviable record of success in the writing of grants for curricular enhancement, and so it is equally important that there be dependable resources to meet the institutional obligation.

2.3.6 To secure financial support for faculty sabbaticals
Resources: $150,000 per year
Responsibility: Provost
Status: Through a sabbatical program an institution both acknowledges the nexus between excellence in teaching and the faculty's dedication to scholarship and affirms its commitment to sustaining that connection. Stable funding in the amount of $150,000 per year for this program at Centenary will make possible two yearlong faculty sabbaticals per academic year.

2.3.7 To provide additional academic staff support and development funds for the curriculum
Resources: $100,000 per year of enhanced operating funds for faculty and academic staff development
Responsibility: Provost
Status: Already very lean in academic support staff (as compared to peer institutions), Centenary must hire additional staff. Further, the College should provide funding for faculty and academic support staff development. For instance, in light of the institution's dependence on the Banner integrated computer system, we should be providing initial training funds for new hires and sustaining development funds for continuing faculty and staff. Knowledgeable support is also needed, especially in the natural sciences, for academic projects, such as the production of the visual components of professional, scholarly presentations. The efficiency of the academic enterprise requires additional support staff and development funds.

3. Student Life

Essential to the residential experience is a safe environment. Within this secure setting, there must be diverse opportunities for the self-realization of the student both as an individual and as a member of a community, whether that community is intellectual, athletic, spiritual, or simply social. This goal of enhancing the residential experience of our students commits the college to providing those opportunities not only within a secure setting, but also in appropriate facilities and with the support of an innovative and a dedicated staff. The College, then, must renovate existing social and athletic facilities and construct new ones. We must also invest in personnel. Before we can accommodate a student body of about 1150 undergraduates, the College must also purchase and construct additional housing. Ideally this should include college-owned apartments within easy walking distance of the campus as well as on-campus suites as in Rotary Hall.

3.1 Programs

3.1.1 To continue to develop and enhance a first-year orientation program that will achieve early student bonding with the institution
Resources: As needed
Responsibility: Dean of Student Life, Enrollment Management Committee, Provost
Status: Our aim is to integrate the first-year advising program, the orientation program and the Academic Skills Center so that we can address those challenges that greet first-year students and which can lead to attrition.

3.1.2 To implement fully the Centenary Leadership Institute
Resources: To be determined—awaiting donor
Responsibility: VP for College Relations, Dean of Student Life
Status: A plan was developed and approved by the faculty and administration. Professorships from the State of Louisiana have been secured. Commitments from donor have been made. It is now a matter of collecting on these commitments and then beginning the process of putting these funds to use.

3.1.3 To enhance student programs
Resources:$95,000 annually
Responsibility: Dean of Student Life
Status: Federal regulations require that the College accommodate students with disabilities. In this regard, resources are needed for books, readers, and tutors. For the student body in general, resources are needed to enhance co-curricular activities. For instance, studies of programs at competing institutions and on-campus focus groups reveal the need for additional weekend programming. The Division of Student Life must also address issues relating to fraternities and sororities. In view of these needs, additional resources are required to enhance the operations of the unit in general.

3.1.4 To secure a membership in a Division 1 athletic conference
Resources: $200,000 initiation fee; $35,000 annual dues
Responsibility: Athletic Director
Status: Beginning in 2003-04, Centenary will compete in the Mid-Continent Athletic Conference.

3.2 Plant (Facilities and Equipment)

3.2.1 To develop a restricted access system for all campus facilities
Resources: $510,000 (estimate) for one-card access system, $31,000 for annual maintenance
Responsibility: VP for Finance and Administration, Dean of Student Life
Status: Centenary has obtained a proposal for a card-access system from Diebold, Inc., the company from which we purchased our "meal plan" software. The implementation of this proposal will occur in phases.

3.2.2 To upgrade residence halls to provide more residential options

3.2.2.1 To complete the renovation to Cline Residence Hall
Resources: $100,000
Responsibility: Dean of Student Life, VP for Finance and Administration, Director of Residence Life, Director of Facilities Management
Status: Cline Residence Hall was renovated in the summer of 2001. Work on the courtyard is incomplete.

3.2.2.2 To construct additional housing for 300 students
Resources: $12 million
Responsibility: Dean of Student Life, VP for Finance and Administration, Director of Residence Life, Director of Facilities Management
Status: In light of our projected student body increase to approximately 1150 students and our desire to maintain a residency rate of 70%+, we must provide housing for an additional 300 students. Residences might consist of traditional suites and/or apartments.

3.2.2.3 To convert several College houses into interest houses or Greek houses
Resources: $70,000
Responsibility: Dean of Student Life, VP for Finance and Administration, Director of Residence Life, Director of Facilities Management, Provost
Status: Student interest and the growth of our student body indicate a need for alternative housing arrangements. Interest houses, such as a French House, a Business House, and others, can provide focal points for student groups.

3.2.3 To obtain funds to renovate and enlarge Moore Student Center
Resources: $14.5 million plus $2,000,000 for maintenance endowment
Responsibility: VP for College Relations, Dean of Student Life
Status: Preliminary design work has been completed on a new Student Center. Final design work and consulting with students, faculty and staff cannot be completed until additional funding has been secured. The current, outdated facility fails to meet student needs. As envisioned here, the new Student Center includes a new food service facility.

3.2.4 To replace campus lighting and walkways
Resources: $500,000
Responsibility: VP for Finance and Administration, Director of Facilities Management
Status: Replace all campus lighting to be consistent with Fitness Center and Rutherford Street parking. Many walkways are in poor condition and of varying textures and widths.They need to be replaced.

3.2.5 To obtain endowment for maintenance of the fitness center
Resources: $100,000 per year or $2,000,000 endowment
Responsibility: Dean of Student Life, VP for College Relations, VP for Finance and Administration
Status: Centenary Fitness Center and Natatorium completed in October 2000. Ongoing maintenance needs must be addressed.

3.2.6 To upgrade the Gold Dome as a competitive venue for a Division I athletics program
Resources: $500,000
Responsibility: Athletic Director
Status: To complete the upgrades of the Gold Dome, the College must add bleachers with seatback chairs, replace the current portable floor and obtain new lighting for the arena.

3.2.7 To relocate the Centenary Tennis Complex
Resources: $248,000
Responsibility: Athletic Director
Status: Centenary's tennis courts are a casualty to the need for additional parking spaces at the Gold Dome. New courts will be constructed across from the soccer field on Woodlawn Street.

3.3 Personnel

3.3.1 To hire additional officers in the Department of Public Safety
Resources: $75,000 (including benefits)
Responsibility:VP for Finance and Administration, Director of Public Safety
Status: Campus security, especially as the student body grows and the physical plant expands, requires additional personnel in the Department of Public Safety.

3.3.2 To provide appropriate staffing levels for programs administered by the Division of Student Life
Resources: $144,000 annually
Responsibility: Dean of Student Life
Status: The College must provide additional staff in psychological counseling and hire a director of the Centenary Leadership Institute and a staff person to address multicultural issues.

3.3.3 To hire additional staff to enhance the intercollegiate athletics program
Resources: $145,000 per year
Responsibility: Athletic Director
Status: To achieve our intercollegiate athletics goals, we need to upgrade the current coaching positions and add additional assistant coaches in several sports.

4. Information and Technology

Like other institutions, Centenary is relying more and more on computers. This technology undergirds the academic program. Increasing numbers of faculty maintain elaborate Web pages for their courses and, in their classrooms, use PowerPoint for lectures and interactive software such as Blackboard for discussions. Digital technology figures in the content of courses in all divisions; in Communication, cyberculture has become a course of study. Electronic databases increasingly complement and have even replaced traditional sources of published scholarly research. Essential administrative functions, from registration to the distribution of grades, are network-dependent. It is hardly an exaggeration to say that in 2002, the concept of a Centenary community is unimaginable without either e-mail or the Web. It is imperative, then, that we maintain the technological infrastructure. To do so, we must devise and fund a strategy for the systematic replacement of obsolete hardware and software; and as traffic continues to swell and strain the network, we must enhance and maintain the servers. At the same time, other technology—in the form, for instance, of audio-visual equipment—continues to have an educational use and so requires regular maintenance. Finally, even as the cost of academic books and journals increases and storage becomes a challenge, electronic databases and the Internet cannot together replace all printed texts—they remain essential to the educational enterprise. So it is that an ever greater investment of time and money is necessary in the evaluation and procurement of sometimes competing, but oftentimes complementary sources of information.

4.1 Programs

4.1.1 To enhance and maintain technology infrastructure on campus
Resources: $621,000 per year
Responsibility: Chief Information Officer, Provost, VP for Finance and Administration
Status: The College has developed an impressive array of technological resources to aid both the academic program and the administration. Depending on the equipment, the lifespan of these resources is three-to-five years. The College must maintain the infrastructure and indeed enhance it. Unfortunately, the College lacks a replacement policy and dependable funding for its implementation. This item envisions stable funding for the replacement of desktop hardware at three-year intervals; the replacement of desktop software at two-year intervals; the maintenance and enhancement of network technology and bandwidth services; the maintenance of electronic classrooms; the maintenance of printer inventory and computer peripherals and their replacement at four-year intervals; the maintenance of interactive audiovisual equipment; the maintenance and enhancement of network servers; and the training of staff in new technology. The College also recognizes the need to support the ever-increasing number of Macintosh computers. Even as we envision stable funding within the operating budget for these needs, the College will continue to seek outside resources for the technological enhancement of our classrooms.

4.1.2 To augment and enhance the holdings of the Magale Library
Resources: $260,000 per year
Responsibility: Dean, Magale Library; Provost; VP for Finance and Administration
Status: Electronic databases, which are costly, have become increasingly important to the academic enterprise. At the same time, print subscriptions, many of which remain essential, are becoming ever more costly, as are scholarly books, which are also vital. Meeting these costs requires significant funds. Centenary's substantial collection of rare and valuable books and manuscripts demands conservation, which in turn requires trained staff and a sound environment.

4.2 Plant

4.2.1 To replace the electrical infrastructure for the entire campus
Resources: $800,000
Responsibility: VP for Finance and Administration, Director of Facilities Management
Status: Replace all wiring, transformers, and other vital parts on the campus electrical grid.

4.3 Personnel

4.3.1 To add full-time staff to maintain our sophisticated technology
Resources: $235,000 per year (salary and benefits)
Responsibility: Chief Information Officer, Provost, VP for Finance and Administration
Status: With additional technology comes the requirement to have trained (and expensive) technical support personnel to install, troubleshoot, and periodically maintain the infrastructure. The College has already met one need of particular importance: we have hired a Webmaster to oversee our Web presentation to the community at large and to coordinate the efforts in this area of such entities as the Office of Public Relations, other administrative offices, the faculty, and the student body. We must sustain this position.

5. Resource Enhancement

As the increase in enrollment produces greater revenue, the concomitant additions in faculty and staff and the enhancement of systems of support—not to mention the cost of expanding the campus and maintaining the aesthetic appearance and practical function of additional property and facilities—will demand ever greater resources. Thus it is incumbent on the College not only to nurture our relationship with our alumni and other prospective benefactors, but also to make more sophisticated use of technology in developing models that will ensure the efficient use of our financial resources.

5.1 Programs

5.1.1 To make optimum use of Banner in developing financial models
Resources: $50,000
Responsibility: Provost, VP for Finance and Administration, VP for College Relations
Status: The SCT Banner integrated system is a powerful tool for developing financial models that consider enrollment history, tuition, charges for room and board, increases in the operating budget, and increases in salaries—to ensure a balanced budget. Powerful as it is, Banner is also exceedingly complex, and only a highly trained staff can put it to optimum use.

5.1.2 To focus development on annual funding sources for College needs
Resources: Budget
Responsibility: VP for College Relations
Status: The College must sustain its annual efforts to attract gifts for current operations through the Great Teachers and Scholars Fund. Currently (2001-2002) the goal is $2.2 million annually.

5.1.3 To focus development on long-term funding sources for College needs
Resources: Budget
Responsibility: VP for College Relations
Status: The College must focus its efforts on generating the greatest number of full-pay students, on enhancing gifts to the unrestricted endowment, and on linking its fundraising to the specific goals of the Strategic Plan.

5.2 Plant

5.2.1 To continue efforts to improve the physical beauty of campus and upgrade facilities
Resources: Budget
Responsibility: VP for Finance and Administration
Status: Ongoing

5.3 Personnel

5.3.1 To provide additional staff in Development and Finance and Administration
Resources: $124,000 per year, including benefits
Responsibility: VP for College Relations
Status: Enhancement and effective use of resources requires additional staff in College Relations, the Business Office, and Facilities Services.

Last updated 22 April 2003

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