Growth Strategies and Goals

Academic Programs and Pathways

Growth Strategy

Develop programming to sustain the transformative effects of a Pratt education over the course of a lifetime and to respond to the rapidly changing needs of industry.

Goal	Indicator	Measure
Reimagine the academic experience and break down disciplinary and delivery barriers to strengthen traditional and nontraditional student learning and engagement, expanding pathways for meaningful careers and lives.	Expansion in the profile and number of students served	Optimize Foundation enrollment All programs enroll at capacity Increased enrollment off-cycle 75% increase in credits offered in winter term 25% increase in credits offered in summer term Change in profiles of students served, average age, background
	Realign/grow current programs in accordance with current and anticipated demand Create more flexible program structures in service to students	Ensure that programs offered meet the needs of the evolving cultural/professional landscape, and contribute to achievement of the Institute’s mission and its financial health Each school is involved in at least 1 innovative program initiative (flexible degree paths, varied modalities, microcredentials, noncredit programs, cross-disciplinary programs) that is developed and offered Increased number of new cross-departmental/cross-school programs created from existing offerings
	Develop a “skunkworks”: pilot initiatives through creation of an experimental “space” to test innovative programs—a way of working and not a physical space	SCPS will pilot/introduce 3 new programs developed in collaboration with internal and/or external partners Track and assess submissions/successes/failures/impact/revenue generated by the “skunkworks”
Design accessible and supportive learning pathways for students that ensure the attainment of both Institute-wide learning outcomes and professional goals.	Create more flexible experiences for students/decrease barriers	Overall 80% graduation rate over 150% of time to degree Narrow graduation rate gaps between/among subgroups of students Number of educational pathways and alternative models (e.g., low res) Number of new degree plans available to students
	Increase student participation in high-impact practices Expansion of professional development support for students in schools/departments	Ensure all UG students participate in at least 3 high-impact practices (NSSE measures) Plan for documentation of engaged learning via cocurricular transcripts and via enhanced transcripts linked to student portfolios
Strengthen relationships with civic, industry, alumni, and creative partners to ensure that educational programs and outcomes align with evolving professional and societal needs.	Increase and broaden the number of partnerships through curriculum, CCPD, IA, and ORSP in order to expand student learning opportunities and career readiness Student participation in partnerships	Increased numbers and types of partnerships through curriculum, internships, research relationships, job placement, and alumni engagement Increased student participation in community-based projects (curricular and other), as measured by NSSE Increased number of students participating in internships, as measured by NSSE data and CCPD data Increased number of employer visits/contact on campus and at Pratt Shows

Financial Growth, Sustainability, and Optimization

Growth Strategy

Grow revenue from degree and nondegree programs and ensure optimum deployment of human and other resources to reduce dependency on net tuition revenue from existing programs.

Goal	Indicator	Measure
Create revenue streams and manage expenses to improve the financial performance of the Institute to ensure that resources are available for reinvestment in the achievement of our mission.	Reduction in tuition dependence Annual financial performance	Non-tuition sources of revenue grow by 2% Operating budget provides for an excess of revenue over expense to support capital improvements and reinvestment Reduce annual budget growth (expenditures) to ensure revenue/expense alignment
	Growth in private philanthropy Align resources committed to nonacademic departments with higher education peers	Raise an average of $14 million per year for next 3 years in private contributed revenue (parent, faculty/staff, and alumni giving ratios increase) Percentage of corporate/foundations contributed revenue increases Realigned resources to support highest priorities
	All schools generate positive net revenue	Each school contributes positive net revenue over direct costs
	Growth in net tuition revenue from nondegree programs	$2 million of net revenue is generated by SCPS
	Growth in sources of auxiliary revenue	Sources of auxiliary revenue (excluding traditional room and board) increase to $2 million of net revenue
Align faculty and staff roles and responsibilities to operational demands and strategic aims and provide structure and support to maximize efficiencies.	Streamline, standardize, and centralize academic and administrative functions	Staffing levels and resource allocation are aligned with institutional priorities Defined service expectations for faculty and set targets for attainment # of administrative processes moved to centralized units
	Eliminate manual processes and establish technology competency—audit of processes (operational efficiency KPIs, increase self-service platforms)	Increase by 5 the number of authentic digital processes (e.g., integrated software and/or systems)
	Support professional success of high-performing FT/PT faculty and staff	Increase in employee engagement and advancement as measured by survey
	Transfer of institutional knowledge is consistent across divisions and departments for academics, administrators, and staff	At least 90% of key institutional processes are documented, regularly updated, and accessible to all relevant divisions, with 80% of employees rating cross-department knowledge sharing as “effective” or “improved”
Actively pursue partnerships that transform and advance the creative education business model.	Expand partnerships that provide additional sources of net revenue to the institution	Increase revenue-generating nonacademic partnerships by 6 per year

Facilities and Technology

Growth Strategy

Leverage new and existing technology and facilities to support and strengthen administrative systems, academic processes, and the incubation of new programs that will contribute to financial health.

Goal	Indicator	Measure
Integrate new and emerging technologies throughout academic and administrative operations.	AI and other new and existing technologies are accepted and integrated into academic and administrative workflows	Tracked use of key technology systems with documented increase in the use of critical systems and tools Multiple measurement types (spot surveys, focus groups, and usage patterns over time) to determine the efficacy of technology planning and implementation Evaluation of faculty, student, and staff satisfaction with technology planning and support advisory structure
Adapt/create physical spaces and digital systems to support the work of faculty, staff, and students, and facilitate cross-functional and interdisciplinary collaboration.	Increased flexibility and access to information, spaces, equipment, technology, and people for students, faculty, and staff	Increased level of in-person engagement with existing assets and spaces Increased use of technologies
	Optimized use of existing resources New spaces supported by new funding streams	Increased student access to labs and shops in disciplines other than their own Fewer or no redundancies in technological systems
Reimagine the use of physical space and technology—during periods of low use—to generate revenue and foster strategic partnerships.	Rental of underutilized campus spaces facilitated by centralized tracking and sharing of space availability and usage data Development of external client use of production systems to generate revenue	Additional net revenue generated through use of technology Increased space and gallery use by external parties and associated net revenue generated Metric for space utilization

Assuming that we successfully implement our proposed strategic plan and achieve its stated goals, the Institute will establish itself as a “standard-setter” for creative education within the next 5–10 years. How will we demonstrate this accomplishment? What measures—beyond those that track achievement of specific goals—can tell us that we really are setting the standard in academic programs and pathways, financial growth and sustainability, and facilities and technology?

Through the community workshop process that continued over this past summer, we have developed a set of measures that grow from and distill the outcomes we propose tracking in years 1–3.  

The table below presents where we expect to be in five years. For each of the following outcomes, we have identified key performance indicator (KPI) categories and how they will be measured.

5-Year Outcomes	Indicator Category	Measure + Target
Innovation/Academic Standard Setting	Standard-setter	Institute and program rankings/brand measurement Citations, press, recognitions
	Academic program innovation Research expansion Growth in civic and industry partnerships	New program models (flexible degree paths, varied modalities, microcredentials, noncredit programs, cross-disciplinary programs) are developed and offered Increase in the number of external grant applications per year Increased average dollar amounts of grants per year Increase in the number of external partnerships New spaces are externally recognized for design/function
	Signature facilities	Increase in the number of external partnerships New spaces are externally recognized for design/function
Student Success	Persistence and graduation	Graduation rate at 80% + (150% of published time)
	Belonging and involvement	Climate survey: strengthened results in key areas Increased alumni giving rate
	Pratt student-learning outcomes	Tracked achievement of Institute learning outcomes Every undergraduate student participates in at least 4 high-impact educational experiences (NSSE measures)
	Post-graduate employment outcome and career advancement	Graduate employment or further higher education rate at 90% Alumni career satisfaction at 5 and 10 years (SNAAP data + internal data)
Enrollment	Optimal enrollment Audience expansion Flexible pathways	Determine and attain optimal enrollment in degree-granting programs, balancing net tuition, workforce, and space needs Diversify audiences served by nontraditional programs and increase enrollment as measured by changes in head count, student demographics, and tuition revenue Winterim/summer growth and creation and utilization of flexible program models and degree plans
Resource Diversification	Fundraising and endowment Alternative and lifelong-learning program revenue Develop an auxiliary services revenue stream	Increase year-over-year funds raised through gifts and grants by 10%–20% Increase revenue from alternative program enrollment by a percentage that market research determines is viable Increase auxiliary revenue (non-room and board) by a percentage that market research determines is viable
Responsive Culture	Adaptable and agile facilities Technology and system resilience and accessibility Strong and resilient internal culture Right-sized expenditures Student-centered	Optimized space allocation and improved utilization rates, measured against established baselines Technology adoption and utilization rate of 100% with low complaint level Faculty and staff morale and retention/satisfaction Budget sufficient to support and reinvest in operations and innovation