Year-Five Summary

• Survey to assess campus attitudes and culture relative to assessment completed in FY’22
• Per survey results, prioritize action items in consultation with University Assessment Director (Fall 2023).
  • Determine metrics and reporting timelines for outcomes (Fall 2023).
  • Implement initiatives as appropriate (Spring 2024).

Summary of Outcomes on Strategy Benchmarks:

• A decision was made to delay any new initiatives associated with survey results. Focus on assessment of program learning outcomes and general education assessment was deemed to be the priority for Goal 1.
• Recommendations that emerge from survey data can be considered for implementation within the next strategic plan.

Other Comments:
Survey results have been discussed by the University Learning Assessment Committee and Academic Council. The timing of a follow-up survey will be considered during FY’25.

Summary of the Strategy:
Action Steps:

• Initial training and deployment of AEFIS assessment platform complete.
• Implementation within academic units is continuing and becoming more routinized.
• Standardized reporting date for all academic programs to submit program learning outcome reports is November 15.
• Feedback process and enhanced data reporting structure established for annual program assessment reports.

Summary of Outcomes on Strategy Benchmarks:

% of Programs Engaged in Program Learning Outcome Assessment

• The Director of University Assessment and the University Assessment Committee continue to work with the chairs and their assessment coordinators to complete the integration of AEFIS to collect assessment data and report in November of each year. 

% of Common Learning Outcomes Assessed

• While data have been gathered for all outcomes sets, progress will need to be made on levels of reporting within outcome sets.
• A transition from tracking outcome sets to individual course sections was initiated with baseline data gathered during AY23-24.

Other Comments:
AEFIS contract renewed for additional 3-year cycle.
Efforts to enhance enhancement activities can be deemed to be highly successful to date.

Summary of the Strategy:
Action Steps:

• Promote FRE to all eligible faculty and awarded funds (Completed for FY21)
• Faculty Research Grant awards in FY21 continued into FY22
• FRE project reports received in May 2022
• Promote and receive/review/award proposals for next FRE cycle (Fall 2022)
• Faculty Research Grant awards in FY23 continued into FY24
• FRE project reports due May 2024

Desired Outcome Baseline and Benchmarks:

Other Comments:
Provost committed resources for funding to continue the FRE project in FY23-24 ($30,000 over two years).

Summary of the Strategy:
Action Steps:

• Continue to map a curriculum for a systematic program of professional development centralized within TILT, and other appropriate institutional units.
• Promote opportunities for faculty to access university support for decentralized/disciplinary faculty development activities as appropriate.
• Continue implementation of process and system for tracking faculty development participation and engagement, established January 2022.
• Continue to create essential workshops and DIY Pathways designed to meet diverse faculty needs, continuing into FY’25.

Summary of Outcomes on Strategy Benchmarks:

% of Faculty Engaged

Describe any significant SWOTs the implementation team experienced with the strategy implementation (ex. people, financial, structural, operational):

• Faculty participation patterns associated with decentralized professional development have improved during AY 2023-24. While still below pre-pandemic levels, faculty travel to professional meetings has increased.
• Decentralized faculty development that is engaged in at no cost and/or delivered through electronic means is not currently reported and tracked.

Other Comments:

• Efforts to support and prioritize faculty development activities, both centralized and decentralized, have been successful.

Person responsible for implementation: Jill Arensdorf

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

Summary of the Strategy(ies):

1. Faculty and staff have worked to update programs of study in Workday.
2. KBOR presentations and progress reports for the FHSU Playbook from the National Institute for Student Success (NISS) report continue to align with strategy 2.1 for academic advising.
3. Faculty Senate worked with the Academic Advising Committee to create and approve a definition for Faculty Mentoring. Focus groups and research led to the Faculty Mentoring Plan that has been deployed for Fall 2024. Faculty to student mentoring should be facilitated in each undergraduate program by Fall 2024. 
4. KBOR mandated that all Regents institutions implement EAB Navigate as part of their student success initiatives. FHSU implementation is ongoing.
5. FHSU hired NACADA consultants to review the current advising model and make recommendations for improvement.  The Four Priority Recommendations from NACADA include thoughtful decisions about technology roll out and implementation, considering caseloads for advisors, rolling out the faculty to student mentoring program, and assessment of advising services.

Summary of Outcomes on Strategy Benchmarks since the start of planning:
We recommend that this strategy continue into Year Five of the strategic plan.

Desired Outcome Baseline and Benchmarks

• Deployed and continuously revised academic plans with program changes and updated general education requirements. Academic advisors utilize standardized academic maps proactively via Workday and in all advising sessions with students.
• The new general education program created intentional pathways for students to learn, select, and progress through degree programs. 
• Developed and implemented year 1-2 action plan for NISS.
• NACADA consultants evaluated our advising model. Consultants were on campus in January 2024 and met with many faculty, staff, and students to hear perspectives regarding undergraduate advising at FHSU.  Major themes from the NACADA report were shared with campus and will guide the next iteration of the strategic plan. Initial priority will be an evaluation of caseloads for undergraduate professional advisors and the roll out of the faculty to student mentoring program in Fall 2024.
• The FHSU implementation team is continuously working with EAB Navigate and a plan is in place to continue building and onboarding the platform.

DESIRED OUTCOMES
By June 2024, increase the university persistence rates and graduation rates for all degree-seeking classifications by an average of 4 percentage points.

By June 2024, improve our senior NSSE measure for high-impact practices participation by 12 percentage points.

Person responsible for implementation: Andrew Feldstein & Taylor Kriley

Implementation team members: Magdalene Moy, Shanshan Ma, Nathan Riedel, Danielle Reilley

Summary of the Strategy(ies):

• Evaluated game mechanics and AI platforms to provide meaningful and timely formative feedback for students in Blackboard.
• Continued implementation evaluation of feedback fruits and Packback Product suite plus student Writing Lab; AI-based feedback mechanisms to support teaching and learning in written assignments, discussions, and group interactions.
• Created and continuously refined the Digital Master Plan after stakeholder feedback and to align with other student success initiatives.

Summary of Outcomes on Strategy Benchmarks since the start of planning:

• Utilized Blackboard analytics to evaluate course design and student engagement in course delivery.
• Continued to develop Student Success Learning Analytic Dashboards available for learner activity and engagement, instructional activity and presence, and learner performance and grades.
• Continued to work with EAB Edify and Navigate to develop and standardize analytics and the use of early alerts.

Desired Outcome Baseline and Benchmarks % Increase in NSSE HIP Measures

DESIRED OUTCOMES
By June 2024, improve our senior NSSE measure for high-impact practices participation by 12 percentage points.

Person responsible for implementation: Andrew Feldstein & Taylor Kriley

Implementation team members: Magdalene Moy, Nathan Riedel, Zhongrui Yao, Danielle Reilley, May Yu-Harper

Summary of the Strategy(ies):

• Continued to utilize the Tiger-2-Tiger Platform.
• Developed and facilitated 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)

NISS Goal 4:

• Explored data systems to pull data for retention and persistence by course modality through individual semesters and longitudinally.
• Produced regular reports tracking critical course metrics (i.e. DFW rates, GPA, availability, fill rates) by course modality.

Summary of Outcomes on Strategy Benchmarks since the start of planning:

• Grew and promoted 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 cultivate a sense of belonging.
• Increased adoption of Tiger-2-Tiger Student Community.
• 100 faculty participate in TILT belonging focused workshop (Goal 1.3)
• Continued to identify and create data systems to pull data for retention and persistence by course modality through individual semesters and longitudinally.
• Utilizing regular reports tracking critical course metrics (i.e. DFW rates, GPA, availability, fill rates) by course modality to advise and support students.

Desired Outcome Baseline and Benchmarks % Increase in NSSE HIP Measures

DESIRED OUTCOMES
By June 2024, improve our senior NSSE measure for high-impact practices participation by 12 percentage points.

Person responsible for implementation: Andrew Feldstein & Taylor Kriley

Implementation team members: Seung Gutsch, Zhongrui Yao, Shanshan Ma, Magdalene Moy, Nicole Frank, and Latisha Haag

Summary of the Strategy(ies):

• Continued to support course development to include community building activities such as collaborative assignments and projects.
• Collaborative Assignments and Projects were focused on creating learning as a community activity.

Summary of Outcomes on Strategy Benchmarks since the start of planning:

• TILT provided additional training for course development to increase collaborative learning experiences for students.
• All courses developed through TILT use the OSCQR course review framework focusing on Regular and Substantive Interaction standards.

Desired Outcome Baseline and Benchmarks % Increase in NSSE HIP Measures

DESIRED OUTCOME
By June 2024, increase the university persistence rates and graduation rates for all degree-seeking classifications by an average of 4 percentage points.

Person responsible for implementation: FHSU Online & Health & Wellness

Implementation team members: Nicole Heitmann

Summary of the Strategy(ies):

• Implemented ideas to educate and engage online students in Circles of Support.
• Health and Wellness services created online resources for students to access.
• Generated ideas to educate and engage online students in Circles of Support.
• FHSU Online and Circles of Support collaborated to facilitate online orientation.

Summary of Outcomes on Strategy Benchmarks since the start of planning:

• FHSU Online and Health and Wellness services partnered to engage online students in Circles of Support and Tiger-2-Tiger.
• Online students did not participate in the Circles of Support program. However, there was an increased use of the Tiger-2-Tiger platform, indicating a preference for this type of community.
• Health and Wellness services offer online resources and provide consultations for referral services in the students' local areas. Health and Wellness services provided opportunities for students to engage in live support groups.

Desired Outcome Baseline and Benchmarks

• Expand the Computer Science Bachelor of Science: The Strategic Initiative was moved into normal university operations and evaluation.
• New Computer Science Master of Science: The Strategic Initiative was moved into normal university operations and evaluation.
• New online History Bachelor of Arts: Develop the remaining course needed to offer the program online. The success of the program in FY2021 funded a faculty position in the fall of 2021.
  • Increased enrollment by 23 in the fall with a goal of 25.
  • Overall, the plan has increased enrollment by 68 with a goal of 64.
• Expand the RN to BSN Program: Add a student recruiter position to one of the high-demand, high-need areas for the region.
  • Increased enrollment by 19 students for fall 2023.
• Online Social Work programs: The Strategic Initiative was moved into normal university operations and evaluation.
• Clinical Psychology: Offering an online/hybrid program using existing faculty and adjuncts.
  • Increased enrollment by 52, surpassing the goal of 32.
• MSE Counseling:
  • Overall, enrollment increased by 213, surpassing the goal of 172.
• MSE License in Special Education:
  • Reached an enrollment increase of 32 versus a goal of 35
• MPS Medical Diagnostic Imaging: Offering the department’s first master’s degree.
  • Increased enrollments by 29 with a goal of 32.
• Speech Language Pathology Assistant Pathway:
  • Increased enrollments by 32 with a goal of 35.
• Graduate School Student Processor: New position starting in late fall of 2022.
  • Increased enrollment by 107, surpassing the goal of 25.
• FHSU Online – Competitive Scholarships: Provides funding to assist FHSU Online in recruiting new students to FHSU.
  • Increased enrollment by 28, surpassing the goal of 25.
  • Redesigned for out of state students.
• FHSU Online – TAGGS: A recruiting strategy for graduate students; this plan covers the gap between military tuition assistance and the cost of graduate credit.
  • Overall, increased enrollments by 13 with a goal of 21.
• Shooting Sports: Expand the program to include a developmental team of 25 shooters.
  • Increased enrollment by 14, surpassing the goal of 13.
• Unibuddy Peer-to-Peer program
  • Increased enrollment by 10, meeting the goal of 10.
• Recruitment – Sias: Provide a stipend and recruitment training to a faculty member teaching at Sias International University with the goal of recruiting to students to the FHSU main campus.
  • Reintroduced for FY2024
• Online Marketing Program
  • First enrollment numbers to be collected in Fall of 2023
• Women’s Wrestling
  • Has a roster of 17, surpassing the goal of 5.
• Hays Academy of Hair Design
  • Maintained enrollments of 9 with a goal of 10.
• International Recruitment at Sias
  • Increased enrollment by 10, with a goal of 20.
• Global Affairs-Partnership Coordinator
  • First enrollment reports to be collected in Fall 2024.
• Social Work Program Specialist
  • Data to be reported in Fall 2024.

All phases of the objective are assessed on a regular basis. Over the next two years, we do not plan to add another variable to the university’s scholarship offerings. However, we will remain flexible and monitor our completion. To date, the new scholarship plan has seen small growth in overall enrollment but a wider disbursement of the scholarship money.

• Regional Rate
  • Increased student enrollments by 41 with a goal of 75.
• California/Florida Scholarship
  • Experienced a decline in both states.

This year, we had 54 people volunteer to be JEDI Advisors. This is an increase of 125% over last year. Three eventually had to drop out. We deployed JEDI Advisors for 28 searches, so several volunteers did not serve on a search.

Our primary goals were:

1. continue to exceed an average of 10 applicants per opening,
2. pilot the use of JEDI Advisors on some staff searches
3. transition to new leadership for the weekly sessions

Excluding the one search that refused to engage with their JEDI Advisor, which saw 6 applicants, FHSU’s faculty searches averaged 20.2 applicants. This is the best on record.

JEDI Advisors were used on 6 staff searches this year. Those searches averaged 7 applicants per position. Currently do not have historical data for comparison but will work with HR to collect more information over the summer. Nevertheless, the experience seems, anecdotally, to have been positive for staff searches. Survey data will tell us more later this summer.

Finally, in the spring semester, Dr. Dixon stopped leading the weekly sessions. Dr. Todd Moore and Dr. Betsy Crawford took over the leadership. Dr. Moore is now leaving FHSU after June, but Dr. Crawford intends to continue leading the group in partnership with one more person (yet to be finalized). Dr. Dixon will continue to help with organization, assigning of JEDI Advisors to searches, collection of data, and communication with FHSU administration.