Strategic Action Plan 2010-13

Strategic Action Plan 2010-13

Division of Academic Affairs

ECU Values:

ECU’s Division of Academic Affairs[1] adheres to the established “enduring values” outlined in ECU Tomorrow: A Vision for Leadership and Service (2007), ECU’s long-range strategic plan and is aligned to the Strategic Action Plan, 2010-13 and its corresponding Key Performance Indicators that advance our Mission.

ECU’s values are outlined below:

·  Respect;

·  Authenticity;

·  Accountability;

·  Teamwork; and

·  Commitment to Serve.

ECU Mission:

To serve as a national model for public service and regional transformation by:

·  Preparing our students to compete and succeed in the global economy and multicultural society,

·  Distinguishing ourselves by the ability to train and prepare leaders,

·  Creating a strong, sustainable future for eastern North Carolina through education, research, innovation, investment, and outreach,

·  Saving lives, curing diseases, and positively transforming health and health care, and

·  Providing cultural enrichment and powerful inspiration as we work to sustain and improve quality of life.

Approved by the UNC Board of Governors - November 13, 2009

Key Strategic Planning Principles:

Several key planning principles were established to develop this strategic plan:

·  Support for student success throughout the continuum of their college learning experience;

·  Adherence to ECU Tomorrow: A Vision for Leadership and Service, 2007 and the ECU Strategic Action Plan, 2010-13;

·  Support for effective leadership and professional development;

·  Purposeful decision-making, moving towards clearly defined goals and measurable objectives;

·  A commitment to institutional effectiveness; and,

·  Allocation of resources to ensure attainment of established priorities.

Goals:

The goals outlined in this plan are established for the period October 1, 2011 to September 30, 2013 and are aligned to the ECU’s associated Key Performance Indicators. Stated activities are examples of the work underway in each of the units and departments that report to the Division, as outlined in each of their respective strategic plans. This approach supports our efforts to integrate and align our institutional planning efforts and, in turn, advance a culture of evidence.

GOAL 1. Achieve Excellence in the Undergraduate Learning Experience

GOAL 2. Maximize Undergraduate Access and Success (persistence to graduation)

GOAL 3. Commitment to Educational Quality at the Graduate Level

GOAL 4. Inspire Leadership Development and Service

GOAL 5. Commitment to Diversity, Inclusion, and Equity

GOAL 6. Excellence in the Delivery and Assessment of Academic Programs

GOAL 7. Service to eastern North Carolina

Goal 1: Achieve Excellence in the Undergraduate Learning Experience.

Rationale/Need:

Providing a high-quality undergraduate education is central to ECU’s Mission and the university’s undergraduate program is thriving. ECU defines student success as the participation in and completion of high quality degrees and credentials. We recognize that we must prepare our students to enter the workforce with the appropriate knowledge and essential skills of thinking creatively, solving problems effectively, writing and speaking clearly, reasoning analytically, and working collaboratively in teams with people from different cultures and backgrounds. Ultimately, learning is what students need, what degrees and credentials should represent, and what ECU should provide.

Defining and delivering a high quality student experience requires ongoing formative and summative assessment of student learning and gathering student feedback on their perceptions of the continuum of their undergraduate college experience. Using data and information to ensure that ECU continues to offer a high quality undergraduate experience is at the core of this strategic goal.

Challenges:

In an era of increased accountability and competition for students, ECU must continue to monitor all aspects of the student experience to ensure that we are meeting and exceeding students’ needs and expectations. In response to the global economic downturn, ECU must continue to identify ways to streamline costs while assuring the delivery of high quality undergraduate programs and services.

Opportunities:

In addition to offering courses on the main campuses, the number of distance education courses offered is a reflection of our faculty’s dedication to integrating technology into the curriculum. In Fall 201O, ECU will admit the first cohort of students into the ECU Honors College in order to support and advance the learning and co-curricular needs of many of our high performing students.

1) UNDERGRADUATE STUDENT EXPERIENCES (SATISFACTION)

Outcome Objectives: ( Baseline: Fall 2010 graduates [AA MAY ELECT TO TARGET SPECIFIC FIELDS AFTER IPAR HAS PROVIDED DISAGGREGATED TREND DATA])

1.1.1. By Fall 2013, increase the students’ perception of the level of academic challenge (as determined via the NSSE).

Ø  Measure: Level of Academic Challenge (1.6.10)

1.1.2. By Fall 2013, increase the students’ perceptions of student-faculty interactions (as determined via the NSSE).

Ø  Measure: Student-Faculty Interactions (1.6.2)

1.1.3. By Fall 2013, increase students’ perceptions that ECU offers a supportive campus environment (as determined via the NSSE).

Ø  Measure: Supportive Campus Environment (1.6.9)

1.1.4. By Fall 2013, increase students’ perceptions that ECU offers active and collaborative learning opportunities (as determined via the NSSE).

Ø  Measure: Active and Collaborative Learning (1.6.7)

1.1.5. By Fall 2013, increase students’ perceptions that ECU offers enriching educational experiences (as determined via the NSSE).

Ø  Measure: Enriching Educational Experience (1.6.8)

1.1.6. By Fall, 2013, maintain the percentage of ECU students who report satisfaction with library services received for undergraduate school (as determined via the ECU Library Survey).

Ø  Measure: Undergraduate Satisfaction with Joyner Library (1.6.11)

These Outcome Objectives will be accomplished via the following activities:

Ø  Establishment of Office of Undergraduate Studies to integrate and align student support programs and services (Senior Associate Provost, Undergraduate Programs)

Ø  Development of action plans in response to NSSE findings (Director of Institutional Assessment, Deans and Directors)

Ø  Ongoing assessment of student and customer satisfaction with Joyner library services and corresponding enhancement measures (Dean of Joyner Library)

Ø  Ongoing support for the Foundations of Excellence (Senior Associate Provost, Undergraduate Programs)

Ø  Established activities of the ECU Retention and Graduation Task Force (Associate Provost, Enrollment Services)

Ø  Establishment of an Honors College (Provost)

Ø  Introduction of a University Studies Degree Program (Senior Associate Provost, Undergraduate Programs)

Ø  Development of core and enabling processes (using the Baldrige Enterprise Model for Performance Excellence) (Senior Associate Provost, Undergraduate Programs and Associate Provost, Enrollment Services)

2) GLOBALIZATION

Outcome Objectives: Baseline: Fall 2010 graduates [AA MAY ELECT TO TARGET SPECIFIC FIELDS AFTER IPAR HAS PROVIDED DISAGGREGATED TREND DATA])

1.2.1. By Fall 2013, increase the number of students participating in exchange study abroad experiences.

Ø  Measure: Students Participating in a Direct Exchange Study Abroad Experience (1.9.1)

1.2.2. By Fall 2013, increase the number of international partners participating in courses offered by Global Academic Initiatives by a minimum of 50 percentage points.

Ø  Measure: International Partners Participating in Courses Offered by the Global Classroom (1.9.2)

1.2.3. By Fall 2013, increase the number of global courses and activities delivered via Global Academic Initiatives by 30 percentage points.

Ø  Measure: Courses Delivered by University Partners via the Global Classroom (1.9.3)

These Outcome Objectives will be accomplished via the following activities:

Ø  Ongoing assessment of students’ experiences in ECU direct exchange study abroad experiences (Associate Vice Chancellor, International Affairs)

Ø  Diversification by world region of international student enrollment (Associate Vice Chancellor, International Affairs)

Ø  Ensuring financial support for student exchange programs (Associate Vice Chancellor for International Affairs)

Ø  Securing partnerships with other institutions participate in Global Academic Initiatives (Assistant Vice Chancellor for Emerging Academic Initiatives)

Ø  Ongoing assessment of experiences of Global Academic Initiatives Partners (Assistant Vice Chancellor for Emerging Academic Initiatives)

Goal 2: Maximize Undergraduate Access and Success (persistence to graduation).

Outcome Objectives: (Baseline: Fall 2007 and Fall 2005 freshmen cohorts, as appropriate) [AA MAY ELECT TO TARGET SPECIFIC FIELDS AFTER IPAR HAS PROVIDED DISAGGREGATED TREND DATA])

2.1.1. By Fall 2013, increase four-year graduation rates to 33.5 percentage points.

Ø  Measure: First-Time, Full-Time Freshmen Four Year Graduate Rates and Targets (1.3.2)

2.1.2. By Fall 2013, increase six-year graduation rates to 60 percentage points.

Ø  Measure: First-Time, Full-Time Freshmen Six Year Graduate Rates and Targets (1.3.3)

2.1.3. By Fall 2013, increase four-year graduation rates for community college students to 74 percentage points.

Ø  Measure: Community College Transfer Rates and Targets (1.3.1)

These Outcome Objectives will be accomplished via the following activities:

Ø  Disaggregating data and information to identify barriers to retention and graduation (Executive Director of Retention, Director of Institutional Research, and Director of Institutional Assessment)

Ø  Joyner Library faculty and staff continue to identify ways to more efficiently manage an online catalog (Dean, Joyner Library)

Ø  Joyner library faculty and staff continue to increase access to information and resources for distance education faculty and students (Dean, Joyner Library)

Ø  Support for and participation in the Freshmen Immersion Program (Senior Associate Provost, Undergraduate Programs)

Ø  Support for the Freshmen Seminar (Senior Associate Provost for Academic Affairs)

Ø  Enhanced utilization of the Starfish Early Warning System (Senior Associate Provost, Academic Programs and Executive Director, Retention)

Ø  Partnerships with PK-12 for the ECU Early College Second Life Program (Senior Associate Provost, Academic Programs)

2) RETENTION

Outcome Objectives: (Baseline: Fall 2010 freshman cohort) [AA MAY ELECT TO TARGET SPECIFIC FIELDS AFTER IPAR HAS PROVIDED DISAGGREGATED TREND DATA])

2.2.1. By Fall 2013, increase fall-to-fall retention of freshman to sophomore undergraduate students to 83 percentage points.

Ø  Measure: First-Time, Full-Time Freshmen-to-Sophomore Retention Rates (1.4.1)

This Outcome Objective will be accomplished via the following activities:

Ø  Ongoing assessment of students’ tutoring needs (Executive Director, Retention)

Ø  Ongoing assessment of students' advising needs (Executive Director, Retention)

Ø  Launch and ongoing assessment of Starfish (Executive Director, Retention)

Ø  Securing additional resources through the submission of federal grants (Senior Vice Provost, Office of Undergraduate Programs)

Ø  Ongoing support for Foundations of Excellence (Senior Associate Provost, Academic Programs)

3) DEGREES CONFERRED

Outcome Objectives: (Baseline: Fall 2010 graduates, by field) [AA MAY ELECT TO TARGET SPECIFIC FIELDS AFTER IPAR HAS PROVIDED DISAGGREGATED TREND DATA])

2.3.1. By Fall 2013, increase the number of undergraduate students earning a degree.

Ø  Measure: Number of Undergraduate Degrees Conferred by College (1.8.1)

2.3.2. By Fall 2013 increase the number of teachers (math, middle grades, science, and special needs) earning a degree.

Ø  Measure: Teacher Education Production by Area of Specialty (1.8.5)

2.3.3. By Fall 2013, increase the number of STEM degrees granted.

Ø  Measure: Total Number of STEM Degrees Granted (1.8.6)

These Outcome Objectives will be accomplished via the following activities:

Ø  Implementation and ongoing assessment of Degreeworks (Associate Provost, Enrollment Services)

Ø  Securing additional resources through the submission of federal grants (Senior Vice Provost, Undergraduate Programs)

Ø  Establishment of alternative tracks for STEM disciplines (Senior Vice Provost, Undergraduate Programs)

4)  STUDENT APPLICATION PROFILE (ADMISSIONS AND ENROLLMENT)

Outcome Objectives: (Baseline: Fall 2010 graduates, by field) [AA MAY ELECT TO TARGET SPECIFIC FIELDS AFTER IPAR HAS PROVIDED DISAGGREGATED TREND DATA])

2.4.1. By Fall 2013, increase the number of eligible students (as defined by enrollment criteria) who apply to ECU.

Ø  Measure: Profile of Undergraduate Applicants (1.1.1)

2.4.2. By Fall 2013, increase the acceptance yield rate of qualified new freshman.

Ø  Measure: Applicant Acceptance Rate Yield (1.1.2)

2.4.3 By Fall 2013, the out-of-state enrolled freshman class will represent between 15.5% and 16% of the total incoming class.

Ø  Measure: Freshmen Yield by In State and Out-of-State (1.1.8)

These Outcome Objectives will be accomplished via the following activities:

Ø  Development of core and enabling processes (using the Baldrige Enterprise Model for Performance Excellence) (Senior Associate Provost, Academic Programs and Associate Provost, Enrollment Services)

Goal 3: Commitment to Educational Quality at the Graduate Level.

Rationale/Need:

Graduate programs serve multiple needs: they provide the advanced education needed to support the region’s economy and quality of life and also play a role in the development of research and creative activities that have current impact and international significance. Graduate education opportunities continue to grow at both the master’s and the doctoral levels: in Fall 2010, graduate students represented nearly 21 percent of the university’s total enrollment. This growth has been accompanied by the development of high-quality, niche programs consistent with ECU’s emphasis on selectivity and aligned to our Mission.

Challenges:

Securing financial support for graduate students remains a challenge for all institutions of higher education. This is a particular challenge as ECU continues to compete with other institutions to recruit the best graduate students from across the nation and around the world.

Opportunities:

The Division is positioned to support the Division of Research & Graduate Studies (RGS) in meeting the academic and student support service needs and expectations of our graduate students in accordance with RGS goals. In order for ECU to advance its vision for enhancing its visibility as a research university, a major effort is necessary to obtain recognition and prominence in the area of graduate education—and this is the basis for the second strategic goal.

1) GRADUATE STUDENT EXPERIENCES (SATISFACTION)

Outcome Objectives: (Baseline: Fall 2010 graduates [AA MAY ELECT TO TARGET SPECIFIC FIELDS AFTER IPAR HAS PROVIDED DISAGGREGATED TREND DATA])

3.1.1. By Fall, 2013, maintain the percentage of ECU graduate students who report satisfaction with the ECU educational experience at or above 90 percentage points (as determined via the Graduate Student Survey).

Ø  Measure: Graduate Student Satisfaction with ECU 1.6.5

This Outcome Objectives will be accomplished via the following activities:

Ø  Development of action plans in response to Graduate Student Survey findings (Dean, Graduate School and Director of Institutional Assessment)

Ø  Ongoing assessment of student and customer satisfaction with Joyner library services and corresponding enhancement measures (Dean of Joyner Library)

GOAL 4: Inspire Leadership Development and Service.

Rationale/Need:

We take great pride in our commitment to serve at ECU. As we move forward into our next century, we are building on that heritage of service as we commit to developing the capacity in our university and community members to inspire, empower and influence positive change. We are committed to service through developing leadership potential in our community and beyond as we strive to become The Leadership University.