For more than a century, Coker University has transformed lives for many generations. In May of 2021, Coker University formally launched its new strategic plan to ensure that it continues to educate, innovate, and prepare future generations for the opportunities ahead.
With this strategic plan as its guide, Coker University is focused on its future, prioritizing those actions and investments that are most relevant and accessible for students, while providing Coker alumni with even stronger paths to success. Coker is committed to meeting the changing needs of its students and community.
Ensure our students have every opportunity to gain employment in high-need and forward-thinking industries by building on the liberal arts foundation of Coker.
WORK ENVIRONMENT & CULTURE
Hire, develop, and support Coker employees to continuously grow and develop to meet professional industry demands and to do so with agility and creativity.
Collaborate, engage, and lead the way to advance our communities to be great places to live, work, and learn.
add remove Metrics: Vibrant Communities
Develop Public and Private Partnerships that Increase Internal and External Engagement and Community Investments
Develop a database of public and private partnerships and rank them based on the following scale:
- financial contribution only;
- financial contribution and active engagement with Coker academic and non-academic campus life activities;
- financial contribution, active engagement with Coker academic and non-academic campus life activities, and a formalized student-related internship or co-op or service-learning project.
By 2025, increase the number of Level 3 partners by 8.
Willingness to Recommend Coker
Establish a baseline Net Promoter Score (NPS) rating and achieve a greater than 70% NPS with community events and experiences.
Increase Alumni Engagement including Annual Giving
Increase the percentage of alumni contributing to Coker by 10% for each year of the plan.
Increase Community Impact
Increase number of Coker employees that chair or are members of regional boards of directors to 20% by 2025.
add remove Metrics: Financial Health
All employees are compensated at a competitive salary by 2025.
Increase Total Contributions (Annual Gifts and Pledges)
Increase the number of annual gifts/pledges by 10% for each year of the plan.
Increase Unrestricted Gifts
Increase unrestricted giving by 10% for each year of the plan.
Grow a reserve fund to $250,000.
Capital Improvements and Infrastructure
Develop 5-year capital plan that establishes process for addressing new projects, maintenance (reducing future deferred maintenance), replacement, and fixed assets, and sustains or enhances infrastructure.
Oct 28, 2022
New position brings focus to undergraduate research in all academic disciplines
Coker University professor brings focus to undergraduate research in all academic disciplines …
Oct 21, 2022
Alumni Awards 2022
It is an honor to recognize this year’s Alumni Award recipients. Every year, we see Coker University alumni p…