Year-Five Strategies

Person responsible for implementation: Jill Arensdorf, Provost

Implementation team members:

Patti Griffin, Melissa Hunsicker-Walburn, Jeff Briggs, Grady Dixon, David Macey, and Paul Adams (additional members as needed)

Action Steps: (& NISS GOAL 1)

By end of year 4 in May 2023, what shows success?

• Deploy the standardized academic maps proactively via Workday through using them in all advising sessions with students.
  • Update academic plans with new general education program.
  • Revise academic plans with program changes.
• Ensure every student is assigned as advisor. NACADA recommends 300-1 ratio
• Create intentional pathways for students to learn, select, and progress through degree programs
• Develop and implement year 2 action plan for NISS.

Desired Outcome Baseline and Benchmarks:

FY22 budget:

NISS KBOR budget:

• $233,820 for Navigate
• $275,000 for five additional advising positions (continued funding from FY22 and FY23)

Person Responsible for Implementation: Andrew Feldstein & Taylor Kriley

Implementation Team Members: 

Magdalene Moy, Nathan Riedel, Danielle Reilley

Action Steps:

• Rethinking game mechanics and AI to provide meaningful and timely formative feedback for students throughout their course experience.
• Developed Student Success Learning Analytic Dashboards available for learner activity and engagement, instructional activity and presence, and learner performance and grades.
• Continue implementation of feedback fruits providing automated feedback.
• Implement Packback Product suite plus student Writing Lab; AI-based feedback mechanisms to support teaching and learning in written assignments, discussions, and group interactions.

NISS Goal 1 Action Steps:

• Standardize the use of early alerts utilizing Navigate & Edify Analytics.

Outcome Baseline and Benchmarks

FY23 budget:

• $44,500 Blackboard Analytics
• $34,200 Packback Software

NISS KBOR budget:

• Edify $196,200

Person Responsible for Implementation: Andrew Feldstein & Taylor Kriley

Implementation Team Members: Magdalene Moy, Nathan Riedel, Zhongrui Yao, Danielle Reilley, May Yu-Harper

Action Steps:

• Grow and promote the practice of Regular and Substantive Interaction and use of formal and informal online learning communities both within courses and outside of courses to increase connections among students and a sense of belonging.
• Promote Student Experience and Social Belonging Workshop.
• Developing the use cases and pathways to facilitate instructor adoption of strategies and platforms that support Regular and substantive interaction through the creation of course-based, formal or informal learning communities (Inscribe, InSpace, Yellowdig, Feedback Fruits, Packback, Blackboard Ultra Experience) (tool picker slide)
• Increased adoption of Tiger-2-Tiger Student Community.
• 100 faculty participate in TILT belonging focused workshop (Goal 1.3) (Launch delayed to July ’23 see slide)

NISS Goal 4 Action Steps:

• Continue to utilize the Tiger-2-Tiger Platform and Culture of Belongingness course.
• Utilize data system to pull data for retention and persistence by course modality through individual semesters and longitudinally.
• Produce regular reports tracking critical course metrics (i.e. DFW rates, GPA, availability, fill rates) by course modality.

Desired Outcome Baseline and Benchmarks % Increase in NSSE HIP Measures

FY24 budget:

• $35,000 Tiger-2-Tiger annual
• $10,000 InSpace
• $4,000 NSSE Survey

Person Responsible for Implementation: Andrew Feldstein & Taylor Kriley

Implementation Team Members: 

Seung Gutsch, Zhongrui Yao, Magdalene Moy, and Nicole Frank

Action Steps:

• All courses developed through TILT use the OSCQR course review framework focusing on Regular and Substantive Interaction standards.
• Continue to support course development to include community building activities such as collaborative assignments and projects.
• Collaborative Assignments and Projects are focused on creating learning as a community activity.

Outcome Baseline and Benchmarks % Increase in NSSE HIP Measures:

FY24 budget request: no additional resources

Person Responsible for Implementation: FHSU Online & FHSU Health & Wellness

Implementation Team Members: 

Nicole Heitmann

Action Steps:

• Generate ideas to educate and engage online students in Circles of Support.
• Facilitate online orientation.

Baseline and Benchmarks:

FY24 budget: $10,000 for GA position

Person responsible for implementation: Dennis King

Implementation Team Members:

• Dr. Grady Dixon
• Dr. Stacey Smith
• Dr. Kevin Splichal
• Dr. Seth Kastle
• Dr. Karmen Porter
• Dr. Keith Bremer
• Ms. Kristi Mills
• Mrs. Shannon Lindsey
• Ms. Kristin Herl
• Mr. Jon Armstrong
• Ms. Kathleen Cook
• Ms. Erica Fisher
• Mr. Derek Johnson

Action Steps:

• 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 lifetime of the plan.
• New Computer Science Masters of Science: Leveraging our undergraduate population, and meeting market demands, FHSU will begin offering an online Computer Science graduate program. This Strategic Enrollment Plan funds a faculty position to support the launch of the program.
• New online History Bachelors of Arts: Develop the remaining course needed to offer the program online. A faculty position was funded for FY2022.
• Expand the RN to BSN Program: This Strategic Enrollment Plan added a profession support staff position who will assist in recruitment and retention to one of the high-demand, high-need areas for the region.
• New Online Bachelor of Social Work: BSW launched in the fall of 2020. An additional faculty position was funded for Fall 2021.
• New Masters of Social Work Program: The online MSW was launched in Fall 2020 with an additional faculty member funded for Fall 2021.
• FHSU Online – Competitive Scholarships: This Strategic Enrollment Plan provides funding to assist FHSU Online in recruiting new students to FHSU.
• FHSU Online – TAGGS: This Strategic Enrollment Plan is a recruiting strategy for graduate students from the armed services. This plan covers the gap between military tuition assistance and the cost of graduate credit.
• SLPA Certification Program: This Strategic Enrollment Plan funds adjuncts salary and a future faculty position, pending enrollment for a national certification from the American Speech-Language Association.
• Special Ed Limited Apprentice License: This Strategic Enrollment Plan funds a faculty position to continue to growth in the Special Education programs.
• MPS Medical Imaging: This Strategic Enrollment Plan funds marketing and a faculty position to support a new master’s program.
• Shooting Sports: This Strategic Enrollment Plan funds a coaching transition and the development of Junior Varsity shooting team.
• Clinical Psychology: This Strategic Enrollment Plan funds marketing and adjunct salary for a new master's level psychologist licensure program.
• MS in Counseling: This Strategic Enrollment Plan funds a new faculty position to help grow enrollments and to meet faculty-to-student accreditation requirements.
• Women’s Wrestling: Provide funds to conduct research and begin preparation for a fall 2024 launch of a women’s wrestling program.
• APF Graduate School: Provide an engagement/recruitment position for graduate applicants to follow up on application packages and nurture leads.
• Unibuddy: This Strategic Enrollment Plan funds communication technology that will allow international students and staff to communicate one-on-one with prospective international students.
• Hays Academy of Hair Partnership: Offer 1 credit hour courses to HAHD students.
• Online Marketing Initiatives: This Strategic Enrollment Plan funds partnering with a marketing firm to plan and execute campaigns for enrollment growth.
• Regional Rate: This Strategic Enrollment Plan funds expanding the in-state on-campus tuition rate to 13 states in the region and adding Admissions Counselors to support the new program.
• California/Florida State Scholarship: This Strategic Enrollment Plan funds transition our current Special Out of State scholarships (SOS) from states now a part of the Regional Rate and Virginia to California and Florida.
• Biology lab upgrades: new in FY24
• School Counseling expansion: new in FY24
• Global Affairs Academic Partner Coordinator: new in FY24

Evaluation:

Many of these action steps are well underway heading into year 5. Others are planned to begin in year 5. Certain key milestones are:

• Fall enrollment update
• New plan development for year 5

Desired Outcome Baseline and Benchmarks:

Each Action Step has its own set of benchmarks tracked by the Strategic Plan team and ELT.

FY24 budget: Over 2.0 million invested

Person responsible for implementation: Dennis King

Implementation Team Members:

Dennis King, Chantelle Arnold, Angela Delzeit, Kristi Mills, Jon Armstrong

Action Steps:

• Regular meetings with RNL to assess campus merit-based scholarship programs.
• Tracking and reporting on Special Out of State scholarships in California and Florida.

Desired Outcome Baseline and Benchmarks:

• Increase campus enrollment by 3%

FY24 budget: $69,000 for RNL contract

Person responsible for implementation: Grady Dixon

Action Steps:

1. Maintain a higher average candidate pool size for faculty compared to 2017–2021. Our first two years combined to average 15.5, and none of the previous years averaged more than 8. Our goal for Year Five is to continue to average at least 10 candidates per faculty job opening.

2. In our proposed pilot for staff searches, our goal will be focused on feasibility rather than pool size. We expect to increase the average pool sizes, but we will be working with a small sample that may not be representative. So, our primary objective is for JEDI Advisors and search committee members to report positive influences by the JEDI Advisors that stop short of controlling or significantly altering the committee’s decisions.

   Desired Outcome Baseline and Benchmarks:

   • Increased pool sizes are an important benefit of this process. Job searches that appeal to diverse candidates should appeal more to all candidates, so we increase our chances of successful hires. After two straight years of dramatically higher pool sizes, it seems clear that our efforts are driving this. The lower average in Year Four (12) compared to year three (19) is likely due to a larger, less-experienced group of JEDI Advisors, but even the lower number is still double the previous 5-year average. Our Year-Five goal is to maintain an average pool size of 10 or greater for faculty searches. This will require continuation of funding ($500/search) for ad placement to maximize visibility for diverse candidates.

   • For staff searches, we propose adding JEDI Advisors to 4 searches for professional staff (e.g., Student Affairs, TILT, etc.) and 4 searches for support staff (e.g., grounds, administrative assistants, etc.) The professional-staff searches will require $500/search for national ad placement in the Chronicle and similar outlets. The support-staff searches will require $200/search for regional ad placement on Facebook and similar media. Our Year-Five goal is to see positive responses from JEDI Advisors and committee member regarding the influence of the JEDI Advisors on the search committees.

3. In Year Three, we hired Hispanic and Black candidates at more than double the rate (15% of hires) of our existing faculty (6%). In Year Four, while data are still incomplete, it appears that 23% of our faculty hires are Black or Hispanic, which is the highest annual number in our historical dataset. Our goal for Year Five is to continue this healthy increase over the years prior to the JEDI Advisor project.

Desired Outcome Baseline and Benchmarks:

Every hire of someone from an underrepresented group is significant at FHSU. Our goal is to continue hiring from those groups at a rate that is above their representation across the state. For example, Kansas is ~13% Hispanic, so we should aim for at least 13% of our annual hires to be Hispanic/Latino. We will also lose some faculty from underrepresented groups, so our goal is a net increase of 6 underrepresented faculty each year. Assuming no changes to demographics in the state and no changes to our number of faculty, which are not realistic, we could close our ethnicity gaps within the next decade.

It is also worth noting that 60% of faculty hires in the last two years have been women, which is a 32% increase over the five years prior to the JEDI Advisor project. Rough estimates now suggest that FHSU faculty are almost exactly 50% women.

FY24 budget: $17,800 ($500/search for an estimated 30 faculty searches + $500/search for 4 professional-staff searches + $200/search for 4 support-staff searches)

Use SEP processes, 13 state initiative, and other ideals to support revenue growth. Continue to work with state leaders to identify and advocate for additional funding. Find other revenue opportunities.

Person responsible for implementation: Wesley Wintch / ELT

Implementation team members: 

• Wesley Wintch
• ELT

Action Steps:

• Tuition will increase by 7% as approved by KBOR. Eliminate the graduation fee. Use the 6 million in 1x money for the success center to pay down the bond debt and eliminate the student fee connected to it.
• Enrollment is anticipated to decline, but the rate of decline is slowing. We may even be flat or slightly up.
• Net Change to SGF for FY24 as approved by legislature and KBOR is 4.8 million in ongoing and 8.2 million in 1x dollars. Tuition increase is anticipated to bring in an additional 2.7 million in revenues.
• Utilize SEP process to support enrollment growth. Pursue grants, state funding, and federal funding for different projects and programs on campus. We will continue to advocate for private, local, state, and federal dollars to achieve the mission of FHSU.

Desired Outcome Baseline and Benchmarks:

Achieve 5% annual overall revenue growth for the next five fiscal years.

FY24 budget: $0

Person responsible for implementation: Dana Cunningham

Implementation team members: Dana Cunningham, Wesley Wintch, Andrew Feldstein

Action Steps:

The architectural firms of SmithGroup + HTK Architects were selected in 2020 to undertake the new Campus Master Plan, replacing the 2013 Master Plan. Efforts were underway in early 2021. Numerous meetings were held with various constituent groups. By early summer, a preliminary draft was ready for review. Further revisions were then completed by July 2021. At that time, a decision was made to incorporate a Digital Master Plan into the physical Master Plan document. In early 2022, a final draft of the physical Master Plan was delivered for review. Efforts were then underway to develop a Digital Master Plan. Working with BlackBoard, FHSU is continuing to development that document through 2022 and is currently scheduled for completion in late 2023. At that time, the completed comprehensive plan will be submitted to the Kansas Board of Regents for their review and approval in late 2023, fulfilling the board policy of updating Master Plans every ten years.

Desired Outcome Baseline and Benchmarks:

Create a new master plan which will give planning guidance through 2033

Budget: No resource request

Person responsible for implementation: Dana Cunningham

Person responsible for implementation: Wesley Wintch / Dana Cunningham

Implementation team members: Wesley Wintch / Dana Cunningham

Action Steps:

After review of the campus rehabilitation and repair needs, the following projects were rated as a priority in FY 2024.

Educational Building Fund building specific projects for FY 24

1. McCartney Hall Central Corridors Flooring replacements $100,000
2. Cunningham Hall Gym and Racquetball Lighting Replacements $550,000
3. Akers Roofing Replacement $270,000
4. Tunnel Repairs at Gustad Drive $146,000
5. Forsyth Library Renovation $1,134,000
6. Cunningham Hall Hydronic Piping & Convector Replacement $660,000
7. Rarick Hall AHU #2 and Chiller Replacement $570,000

State General Fund projects for FY 24

1. Forsyth Library Renovation $1,516,000

State General Fund Match projects for FY 24

1. Forsyth Library Renovation (Portion of Federal Match Funds for Forsyth) $1,516,000

Annual Maintenance Assessment

Preliminary projection for FY2024 is $1,396,337. The $1,396,337 matching funds noted above, along with other federal funds associated with Forsyth Library Renovation will satisfy the projected FY24 requirement.

Desired Outcome Baseline and Benchmarks:

Improvement in the overall Facilities Condition Index.

Persons responsible for implementation:  Wesley Wintch, Dana Cunningham

Implementation team members: Wesley Wintch, Dana Cunningham, Terry Pfeifer, James Helget

Action Steps:

Areas of focus are identified:

CATS building and Indoor Training Facility. Design work is underway and bids to be going out in 2023 with the improvements to be completed in Fall 2023.

Desired Outcome Baseline and Benchmarks:

10 labor hours per week saved by redesign of intensive labor areas on campus

Budget: $30,000 in one-time funds (expanded in 23-24)

Person responsible for implementation: Jason Zeller

Implementation team members:

Jason Zeller, Melissa Hunsicker-Walburn, and Director (to be hired)

Action Steps:

• Hire Director
• Secure partnerships with small businesses to provide micro-internships
• Secure ventures in residence

Desired Outcome Baseline and Benchmarks:

FY24 budget: $0 (funded by annual Legislative appropriation)

Person responsible: Tisa Mason, Brett Zollinger

Person responsible for implementation: Tisa Mason, Brett Zollinger

Implementation team members: Brett Zollinger, Emily Breit, Tom Johansen, Samuel Schryer

Action Steps:

• A team of Docking Institute Policy Fellows will lead compilation of the AY impact report with assistance from Docking Institute staff. FHSU Communications and/or the President’s Office moves report content into public-facing print and .pdf document with graphically pleasing formatting. This report will include both highlights from the academic year and some perennial data. Some of the data will be quantitative and some will be qualitative, and both types will “tell the story” of FHSU impacts on the community, region, and state. Report will augment the long-standing even-fiscal year rigorous local economic impact study.
• Under contract as of first week June 2023 to develop methodology over the summer, collect data in fall 2023, and provide an impact report for AY 2022-23 by February 2024

Desired Outcome Baseline and Benchmarks:

Budget: $7,500

Person responsible for implementation: Donnette Noble and Jeni McRay

Implementation team members:
Andy Cutright

Proposed team members for Leadership for both Public Purpose and Community Engaged Carnegie Classifications submitted to Provost for review.

Action Steps (by end of year 5 in May 2024):

1. Working with Andy Cutright, we will continue and expand data collection of community engaged teaching research, and service activities at FHSU. A Qualtrics tool has been developed and deployed on the Civic Learning and Engagement webpage.
2. Continue to identify and evaluate community-based initiatives in teaching, research, and service.
3. Global Affairs and Civic Learning & Engagement will complete all course tagging for three institutional definitions of Leadership, Community Engagement, and Global Learning, and in concert with Andy Cutright, implement standardized reporting processes.
4. Launch Global Citizen Leader program rollout in Fall 2023 as a new co-curricular initiative. Work and internal collaboration across academic departments and student engagement cluster to identify faculty mentors and generate interest in this program will continue throughout AY23-24.
5. AP, ISI will work with all College Deans and Provost to produce a rough draft of Section 9 of the CE application and with Andy Cutright to produce a draft of Section 8. Small groups and teams will collectively produce narratives and items to Jeni and Donnette as a basis to write the proposal for submission according to the published timeline.

Desired Outcome Baseline and Benchmarks

With the end of the fiscal year being on June 30, annual reports from a variety of campus units/departments, etc., are in process currently with expected release dates in August 2023.

FY24 budget: $5,000 to fund a half-time GA position for Civic Learning & Engagement through the HESA program to support co-curricular community engagement initiatives (Pathways, LLCs, Black & Gold Academy, 3C, Co-Creating Community initiative, the mini-conference, etc.) during the pivotal AY23-24. (9.5 hours per week in Fall and Spring).

Person responsible for implementation: Donnette Noble and Jeni McRay

Implementation team members:

1. Experiential Learning Committee
2. Service-Learning Fellow(s)
3. Campus partners as needed
4. Campus Community Collaborative (3C)

Action Steps (by end of year 5 in May 2024):

1. Develop an updated Civic Investment Plan that aligns with AASCU’s , Recommitting Stewardship of Place series to include philosophical, practical, and policy awareness and initiatives across all divisions of the University.
2. Host Community Engaged Teaching, Research and Service mini-conference (October 5th-6th) -- $4,000 carried over from last year due to scheduling change.
3. Deliver Professional Development Day presentations (x2/year) to raise awareness of and encourage participation in a variety of community engagement practices.
4. Support the work of the Campus Community Collaborative (3C) – formerly the Civic Learning and Engagement Advisory Board – to bolster campus and community partnerships and increase the impact of current projects/initiatives underway.
   • Current members include Chair, Brittney Squire (Hays Convention and Visitors Bureau)*; Erica Berges (United Way); Aaron Cunningham (Asst Ellis Co Attorney); Brian Gribben (Forsyth Library); Jayne Inlow (Hays Med Foundation); Mendi Anschutz (NCK Tech Collage); Nikki Pfannenstiel (Sunflower Electric); April Terry (FHSU Criminal Justice Dept); Carolyn Tetro (Alumni Association); and David Clingan (Grow Hays).
     
     * Mendi Anshutz will be assuming the role of Chair in January 2024.
5. Launch new Co-Creating Community positive social networking initiative fall 2023 (major community partners include, Northwest Kansas Community Corrections, Ellis County Attorney’s Office, and the Kansas Recovery Network along with support from the 3C).

Desired Outcome Baseline and Benchmarks:

1. Identify and quantify a catalog of tagged courses.
2. Recruit at least 5 student participants and 2 faculty mentors in the inaugural year of Global Citizen Leader program.

Person responsible for implementation: Donnette Noble, Jeni McRay

Implementation team members:
Andrew Cutright is participating in both Carnegie applications relative to any assessment data. If granted, a CLE GA through the HESA program will also help with many aspects of CE classification data collections, analysis and application. Additionally, support for global civic engagement initiatives will be explored through the Global Learning Specialist and Global Ambassador program via Global Affairs.

Action Steps (by end of year 5 in May 2024):

1. Pursue the elective classification through the Carnegie Foundation, Leadership for a Public Purpose for submission in 2023 cycle (application has been initiated and is due December 1st).
   • Effective leadership for public purpose transcends functional or instrumental leadership (i.e., personal career or political gain; or narrow business or organization outcomes), in pursuit of collective public goods like justice, equity, diversity, and liberty. Leadership for public purpose can be manifest in all realms of social life -- private business, public and nonprofit institutions, neighborhood and community life, professional associations, civil and government institutions, religious institutions, etc. Institutions earning the classification will demonstrate a commitment to leadership for a public purpose through their investments in leader development; development of ethical and moral judgement; and development of the critical thinking necessary to understand systemic and cultural aspects of power and privilege within which all leadership resides.
   • Campuses that are committed to leadership for public purpose enhance the learning, teaching, and research mission of their institution by: developing leadership abilities in all institutional stakeholders; contributing to the public scholarly understanding of leadership as a public good, and understanding of the sociopolitical contexts, systems, and practices within which all leadership resides; and preparing students for lives of public leadership for public purpose in their careers, communities, and the broader society.
2. Prepare for data collection AY23-24 data that will support Community Engaged Classification until 2026 cycle (framework is expected to be released January 2024 with applications due Spring 2025).

Desired Outcome Baseline and Benchmarks:

1. Collect raw data from Qualtrics survey and prepare for analysis for inclusion in application.
2. Collect participation and evaluation from workshops.

FY24 budget request: Course release for Donnette Noble in summer 2024; funded by Provost Seasonal