PCSB Faculty Visioning Workshop

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  • On February 15, 2017, Matthew Eriksen facilitated a workshop with faculty around PC200 strategic planning process.
  • Reviewed the PC200 timeline with faculty.
  • Faculty reflected individually on the below prompts, then discussed in teams and then groups.

2 Leave a comment on paragraph 2 0 Question: If PC were to be best known for only one thing within the next 10-20 years, what should it be? In other words, how should PC differentiate itself in a meaningful way from other institutions of higher education?

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  • The PCSB needs to have a distinctive competence. The clearest path to this, based on the current institutional and business school landscape, is becoming the signature school for developing excellent collaborators and teammates. Prior to entering the workforce, every PCSB graduate should be able to leverage the Power of We by creating positive team environments while pursuing common purpose. To do this, our graduates must possess crucial competencies, including asking and answering their own questions, being emotionally intelligent, critically analyzing problems, and having the self-awareness to maintain engagement and identify their purpose.
  • Helping others – passionate and sincere embodiment of the Catholic-Dominican mission.
  • Prepare students to see the world better through the lenses of a morally engaged human being.
  • Improving academic excellence (better, more academically able, inquisitive minds) and rigor has to come first. Pipeline: new students → integrate with liberal arts → get meaningful job that adds value → successful alumni who give back.
  • PC is known for producing leaders throughout society who are creative, well-rounded, and deep thinkers.
  • Students would remember one project they completed with friends.
  • Combining traditional values-based liberal arts education with modern advancements in technology to train the leaders of the future.
  • PC changed students’ lives – graduates students with moral character and gets them started in life and a career.
  • Well-developed civic, business, and community leaders whose defining traits are an action orientation and a problem-solving mentality.

4 Leave a comment on paragraph 4 0 Question: In the next 10-20 years, what should be the most important measureable goal that is met that will mean PC has successfully differentiated itself in the above way? Why?

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  • Graduating students who continue to embody the Catholic-Dominican mission over the long term.
  • Increased high school GPA (for incoming class). Alumni in jobs that embody PC values. Success indicators: # of Fulbright students, patents, new businesses started, PhDs, MDs, job placement.
  • All PC students show a statistically significant increase in critical thinking measured with CLA learning assessment from cae.org (Council for Financial Aid for Education).
  • Loyalty of students to PC.
  • Student placement.
  • Grades of distribution. Making positive impact on society (positions in government, public policy, non-profits). Not just their jobs, but also what they do as volunteers to impact society.
  • Business leaders with challenging problems to solve. Think: Providence College first.

6 Leave a comment on paragraph 6 0 Question: What are a few concrete actions PC should be doing in the next 10-20 years that it isn’t doing today to achieve the above goal? Why?

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  • Alignment of course goals with program mission. Exposure of students to diverse perspectives, issues, cultures, opinions, and lifestyles.
  • Require internships of all students. Integrate better with the liberal arts. Foster engagement with companies and the community – social entrepreneurship.
  • Increased financial aid for strong diverse students of all majors. Support for undergraduate research to improve critical thinking.
  • Building out career services. Creating Providence clubs in NYC, Boston, Chicago, and DC. Improve global recruiting. Make study abroad mandatory. Create mandatory internship program.
  • Required service projects within majors. Link academic advising with career education (and graduate school). Tie-in to other institutions for MSW, etc. to ease graduate school transition.
  • Use a collaborative model to create integrative experiences for students led by a team of experts, including faculty.

8 Leave a comment on paragraph 8 0 Question: If you had $100M+ new money to spend, how would you spend it in a way that would allow PC to realize the above goal? Why?

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  • Place reasonable limits on non-mission driven clubs and programs. Focus funding on mission-driven clubs ($ → role models).
  • Center for co-curricular partnerships across liberal arts that also builds relationships with corporations. Every student has at least one internship and/or spends a semester working in a co-op program.
  • Add to endowment to increase financial aid offerings.
  • Build a smart work studio for students, then students can have fun with friends. They will remember those happy hours and donate money to PC.
  • Creating an off-campus location in Dubai or Shanghai.
  • More scholarships for poorer communities with two-year transition programs to the college – fund pre-college courses so they succeed here (e.g. remedial).
  • Bring in civic and business leaders for a one-year appointment to join faculty teams and to create new integrative course work. Engagement group would leverage these leaders while also focusing on additional corporate outreach, experiential learning, career education, etc.

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Source: http://library.providence.edu/fhertr/index.php/pcsb-faculty-visioning-workshop/