Goal 1: Academic Excellence
Foster evidence-based best practices in teaching and learning supported by scholarly activities and professional development.
Strategic Plan Strategy 1.2: Provide robust assessment management technology solutions to streamline assessment data collection and reporting procedures.
Strategic Plan Strategy 1.3: Provide and support pertinent, effective, efficient, and engaging professional development opportunities.
Progress Report Date: 2/26/20
1.2:
- Faculty travel reports from the last fiscal year are in and they will be comparing data.
- May need to redefine some of the assessment processes in AEFIS.
- The timeline for submitting reports to the Sangki Min and the University Assessment Committee has been modified from a March deadline to an August deadline. This will impact our ability to report results for that aspect of Goal 1 in April for this year. We will have to delay our report until early fall for that particular measure.
1.3:
- TILT has offered several professional development opportunities. They have been pleased with the attendance.
Goal 2: Student Success
Create opportunities for all students and empower them to identify, evaluate, and achieve their goals while becoming engaged global citizens.
Strategic Plan Strategy 2.3: Improve transition programming for transfer students.
Strategic Plan Strategy 2.4: Map clear academic pathways to help students make informed enrollment decisions and simplify decision making.
Progress Report Date: 2/26/20
2.3:
- Staff has been collecting data on transfer students as well as hosting tables at different events to talk to students and better understand their needs.
2.4:
- The process of completing academic plans in Workday is going well.
- Reviewing the role of the academic plans including what credits students are transferring here, are they meeting all requirements, does the student need assistance in career exploration and/or tutoring. Additionally, they are looking at ways to get students connected on campus, internship opportunities, research opportunities, etc.
- Task force working to make recommendations for year 2 strategies.
Strategic Plan Strategy 3.1: Develop a strategic enrollment plan and planning process for enrollment initiatives,
Strategic Plan Strategy 3.2: Develop a financial aid leveraging plan that supports university growth and contributes to improved student retention.
Strategic Plan Strategy 3.3: Attract and retain diverse, talented, and dedicated faculty and staff to support institutional growth.
Progress Report Date: 2/26/20
2020-2021 Steering Committee - Updated
Name | Department |
---|---|
Dr. Dennis King |
Enrollment Management |
Dr. Grady Dixon |
WCSTM |
Dr. Stacey Smith |
RCOBE |
Dr. Beth Walizer |
COE |
Dr. Seth Kastle |
COAHSS |
Dr. Karmen Porter |
COHBS |
Mr. Glen McNeil |
Graduate School |
Dr. Sangki Min |
Institutional Research |
Mr. Rob Manry |
Budget Office |
Ms. Kelsey Stremel |
Strategic Communications |
Mr. Jon Armstrong |
On-campus Recruitment |
Ms. Kathleen Cook |
Online Recruitment |
Mr. Derek Johnson |
IT Operations |
Approved Year-1 Strategic Indicatives include:
- New Athletic Training Masters of Science:After KBOR and HLC approval, offer an on-campus Athletic Training graduate program starting in summer 2021. This Strategic Enrollment Plan provides funding for a faculty position and marketing money to support the launch of the program.
- Expand the Computer Science Bachelors of Science:Over the past three years, the university’s fastest-growing program has been the undergraduate Computer Science. As growth continues, this Strategic Enrollment Plan provides funding for two new faculty positions and a professional advisor over the next three years.
- New Computer Science Masters of Science: Leveraging our undergraduate population, and meeting market demands, FHSU will begin offering an online Computer Science graduate program in the fall of 2021. This Strategic Enrollment Plan funds a faculty position to support the launch of the program.
- Expand the RN to BSN Program: Add a faculty position to one of the high-demand, high-need areas for the region.
- New online History Bachelors of Arts:Develop the remaining course needed to offer the program online. The success of the program in FY2021 will fund a faculty position in the fall of 2021.
- New Online Bachelor of Social Work:Currently underway, the BSW is scheduled for launch in the fall of 2020. The success of the program will fund a faculty position in the fall of 2021. There may be an accrediting issue with this.
- ***Being moved to Goal 2: Experiential Learning: Funding for the first phase of this SI transitions the current Internships Coordinator from temporary to permanent for FY 2021. (Partnered with Goal 2)
- eSports:Provides funding to assist with program management, equipment start-up, recruitment, and association membership.
- FHSU Online – Competitive Scholarships:Provides funding to assist FHSU Online in recruiting new students to FHSU.
- FHSU Online – TAGGS: A recruiting strategy for graduate students; this plan covers the gap between military tuition assistance and the cost of graduate credit.
- FHSU Online – Virtual Events:A retention strategy for online students, funding includes a GA position in FHSU Online. (Partnered with Goal 2)
- High School Counselor Outreach: Funding will allow the Office of Admissions to expand the successful Counselor Lunch initiative to other areas.
- Hispanic Recruitment:Phase one funding of this plan provides funds to develop multilingual online and paper recruitment and retention materials.
- Short Courses: Funding of online sections to meet the needs of students in need of starting courses during a traditional semester.
- Student Onboarding/Orientation: Transitioning the Coordinator of Freshmen Seminar to the Assistant Director of Retention, moving to the Division of Student Affairs, and expanding the position to 12-months. Transition a current Student Affairs position to the Director of Retention. (Partnered with Goal 2)
- Student Relationship Management:Funding for this plan brings three technologies together. Customer relationship management system, Chatbot, and texting will interface with each other and Workday to support new student recruitment and ongoing student support.
- Transfer and Military Center:Primarily a recruiting strategy, funding includes a position to provide unofficial transcript analysts and follow up for prospective transfer students. The plan also funds a part-time academic military program support position and military recruitment position.
Dennis King has been meeting with the 17 enrollment initiative teams to support them in this process.
Our consultant, Brad Ruffalo will be on campus April 8 & 9.
Goal 4: Resources and Infrastructure
Maintain and improve infrastructure and resources to keep pace with growth.
Strategic Plan Strategy 4.1: Increase revenue by 5% annually from existing and new revenue sources.
Strategic Plan Strategy 4.2: Complete a review and revision of the master plan with input of all involved participants.
Strategic Plan Strategy 4.3: On a yearly basis, identify resource allocations for the rehabilitation of University facilities.
Strategic Plan Strategy 4.4: Review and update business continuity/contingency plan with necessary information and processes for FHSU to continue critical operations during an unplanned event.
Progress Report Date: 2/26/20
4.1: no report
4.2: A request for qualifications will be going out soon to campus and will be reviewed in April. It is expected that July there will be a final master plan.
4.3: KBOR will be hiring a national firm to create a tool to evaluate the rehabilitation of facilities for all regent schools. This firm will be visiting our campus in the near future.
4.4: Teams being formed.
Goal 5: Community and Global Engagement
Cultivate impactful partnerships, internally, locally, nationally, and globally
Strategic Plan Strategy 5.1: Develop FHSU’s economic prosperity metrics and align current projects and future opportunities for innovative, intentional partnerships that enhance economic prosperity.
Strategic Plan Strategy 5.3: Inventory FHSU’s current civic learning and engagement activities and evaluate for alignment for Carnegie Community Engagement classification.
Progress Report Date: 2/26/20
- The implementation team met regularly on a monthly basis since October. A survey instrument was circulated among team members at various points along the way for testing and feedback. The final version has been adopted.
- The survey has been finalized and the implementation team will be releasing it the first week in March (faculty, students, staff) with a due date of March 20, 2020. Data analysis will start immediately with the final report to be submitted prior to the end of April 2020.
- They are on track for the application cycle in 2023 to apply for the Carnegie Community Engagement classification.