Goal 1: Academic Excellence
Foster evidence-based best practices in teaching and learning supported by scholarly activities and professional development
Goal Team Leads:
Jeff Briggs and Brad Will
Strategy 1.1: Promote a culture that values faculty commitment to assessment
- Survey to assess campus attitudes and culture relative to assessment completed.
- University Assessment Committee continues to assess survey data to identify priority initiatives moving forward (FY’23).
- Assessment climate survey will be re-administered in Spring 2024 to determine effectiveness of action steps.
Strategy 1.2: Provide robust assessment management technology solutions to streamline assessment data collection and reporting procedures
- Training and deployment of AEFIS assessment platform is ongoing.
- Continued training and implementation within academic units (AY22-23).
- Gathered departmental assessment reports for AY21-22 in November 2022.
- 77% of academic programs engaged in program learning outcome assessment, exceeding goal for year 3 (72%).
- Up from 69% in year 2
- 77% of academic programs engaged in program learning outcome assessment, exceeding goal for year 3 (72%).
- First full-scale assessment of General Education Common Learning Outcomes was conducted in Fall 2022. Faculty submitted more than 17,000 unique assessment data points, and all General Education Common Learning Outcomes were assessed, dramatically exceeding our target of 50%.
Strategy 1.3: Provide and support pertinent, effective, efficient, and engaging professional development opportunities
- Centralized Faculty development opportunities, primarily offered through TILT, have engaged faculty at rates that align with year-3 goals (55.5% of all faculty).
- Distributed faculty development activities have not met goals due to disruptions caused by the pandemic.
- Early projections indicate improved outcomes for year-4 reporting.
- Faculty Research Experience (FRE) Project
- New cycle of applications reviewed and awarded, Fall 2022 ($30,000).
Goal 2: Student Success
Create opportunities for all students and empower them to identify, evaluate and achieve their goals while becoming engaged global citizens
Goal Team Leads:
Taylor Kriley and Andrew Feldstein
Strategy 2.1: Review options to improve advising and prepare advising proposal based on data and best practices
- Cross-training occurs for current and incoming professional advisors.
Strategy 2.2: Develop predictive analytics to increase communications with faculty and advisors at various points along the student learning path
- Continued implementation of Blackboard Learning Analytics for advisors. Additional reports are being created and benchmarked.
Strategy 2.6: Create a culture of belonging by having a growth mindset both in student self-perceptions and in academic design
- Tiger-2-Tiger online student community adoption continues to grow with 1399 student participants in Fall ’22. New features activities and resources are being planned.
Strategy 2.7: Focusing on learning outcomes, including high-impact practices in all courses, and developing classes that focus on student interest and engagement
- Collaborative learning strategies and resources are created to facilitate integration of collaborative activities in course design and delivery.
Goal Team Leads:
Dennis King and Joey Linn
Strategy 3.1: Develop strategic enrollment plan and planning process for enrollment initiatives
- Mid-year achieved 86% targeted growth at 80% expenditures.
Strategy 3.2: Develop a financial aid leveraging plan that supports university growth and contributes to improved student retention
- Fall 2022 resulted in a top scholarship decline and mid-tiers increases.
Strategy 3.3: Attract and retain diverse, talented, and dedicated faculty and staff to support institutional growth
- Eighteen faculty members have been trained and are serving as JEDI Advisors.
Goal 4: Resources and Infrastructure
Maintain and improve infrastructure and resources to keep pace with growth
Goal Team Leads:
Wesley Wintch and Dana Cunningham
Strategy 4.2: Master Plan
- The physical master plan is largely complete.
- Digital master plan’s stage one (discovery) will be completed in January 2023. Stage two (gap analysis) will have Blackboard consultants holding focus groups with university stakeholders in February/March 2023.
Strategy 4.3: Rehabilitation and repair allocations
- Of the (14) identified projects, all but three have been bid. The South Campus Drive project will bid next month, with Gross Coliseum HVAC Improvements bidding in June. Tebo Library Renovation is expected to bid in early December.
Strategy 4.4: Reduce labor intensive maintenance areas of grounds
- Two areas have been targeted for redesign. Development of those plans will take place the winter, with installation occurring in spring.
Goal 5: Community and Global Engagement
Cultivate impactful partnerships internally, locally, nationally, and globally
Goal Team Leads:
Donnette Noble and Brittney Squire
Strategy 5.1: Develop FHSU’s economic prosperity (EP) metrics and align current projects and future opportunities for innovative, intentional partnerships that enhance economic prosperity
- Identified a suitable space to locate CITI (Hammond Hall, Second Floor) Developed microinternship subject areas, project scope detail, and mapped those to curriculum to help identify students appropriate for the micro internship placement.
- Developed and refined staffing roles and structure of CITI operations.
- Developed and launched search for director.
- Throughout summer and fall Interim Director and Interim Student Coordinator conducted 14 public presentations to build awareness of CITI and begin recruitment of businesses for which microinternships will be impactful.
- Recruited students for the first cohort of microinternships- 15 for Spring 2023.
- Developed partnerships with Grow Hays, Enterprise KC, Stem Harvest, as well as SBDC to further develop our business recruitment reach.
Strategy 5.2: Establish a process to assess university impact on economic prosperity at community, regional, and state levels
- Docking Institute finance/economics Policy Fellows to finalize a methodology and reporting routine by end of spring 2023 semester; inaugural report will be for 2023 calendar year.
Strategy 5.4: Improve, expand, and institutionalize community and civic engagement as a foundational, sustained learning experience for all FHSU students through curricular, co-curricular, and other activities
- New Civic Learning and Engagement website launched Fall 2022.
- Record number of applications for the Fall 2022 Experiential-Learning Innovation Grant.
- Through partnership with the United Way of Ellis County, promoting volunteerism using the Northwest Kansas Volunteers platform.
- Campus Community Collaborative established partnership with the Department of Art & Design’s Collaborative Arts Project to pursue new audiences for participation.
- Hosting trip to the Kansas Wetlands Education Center in celebration of Global Community Engagement Day.
- Proposed A Path Toward Developing Engaged Global Citizen Leaders through course tagging and a Global Citizen Leader Scholar Program.