Work Environment & Culture
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.
Metrics: Student Success
Increase the 4-year graduation rate (3 yr rolling average) for undergraduate students to 50% by 2025.
First to Second-Year Retention
Increase first to second-year student retention (3-year rolling average) by two percentage points for each year of the strategic plan.
Increase total enrollment to 1,400 degree-seeking students by 2025 (1200 Undergraduate, 200 graduate)
Create baseline metric for post-graduate employment in high-need and forward-thinking industries.
Metrics: Work Environment & Culture
Employee Engagement Survey
Increase overall score on the Employee Engagement Survey from 3.72 to 4.00 by 2025.
Support faculty and staff to increase sponsored projects, external funding sources, and alternative revenue sources by 10% for each year of the plan.
Empower and Incentivize Employees to Examine Individual and Institutional Practices
Create an institutional process for employees to submit at least 1 “bright idea” per year that includes analysis of financial impact through innovation or efficiency
Decrease employee voluntary turnover rate by 10% by 2025.
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.
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.
COKER UNIVERSITY RECEIVES $5M FOR CAMPUS INNOVATIONS
With the pandemic, economic uncertainty, and enrollment trends disrupting higher education, Coker University is committed to aggressively focus on innovation, thanks to $5M in funding from two family foundations within the Hartsville area.
Coker is preparing a bold $10M plan targeting programmatic innovations and facility improvements at the University.