Year-One Strategies

Year-One Strategies

GOAL TEAM CHAIRS:
Jeff Briggs and Brad Will

DESIRED OUTCOMES

• Measure program learning outcome achievements of 80% of degree programs and 80% of common learning outcomes associated with the FHSU core, by 2024.
• By 2024, at least 75% of eligible faculty will receive and utilize funding for faculty-development activities supporting best practices in teaching, scholarship, and service, annually.
• By 2024, at least 65% of all teaching faculty will engage professional-development activities that are centralized within TILT and other appropriate institutional units and that support best practices in teaching, scholarship, and service, annually.

Strategy 1.2: Provide robust assessment management technology solutions to streamline data collection and reporting procedures

Person responsible for implementation: Sangki Min

Implementation Team Members:

Kristi Mills, Institutional Effectiveness; Linda A., TILT; Aaron Roe, Technology Services; Robyn Hartman, Forsyth Library; and Michael Musgrove, SGA

Learning Assessment Committee: Brad Will, Liberal Ed & AHSS Assist Dean; Shelby Sager, College of Education; Andrew Cutright, BE Assessment Director; Joyce Ellis, April Park and Karmen Porter, College of Health and Behavioral Sciences Assessment Coordinator;

Kenny Rigler, Werth College of Science, Technology and Mathematics Assessment Coordinator; Kathleen Ward, Faculty Senate; Karen McCullough, Student Affairs; Richard Lisichenko, STM Assessment Coordinator; Andrew Tucker, STM Assessment Coordinator, Roberta Martine, AHSS Assessment Coordinator

Action Steps:

• Review alternative assessment platforms for a potential replacement (complete)
• Prepare RFP specification by July 1,
• Go through a bid process and responses by August 1, 2019
• Vendor presentation and selection by September 15, 2019
• Sign contract by October 15, 2019
• Complete implementation by March 15, 2020
• Training and deployment by April 30, 2020

Evaluation:

By the end of April 2020, the implementation of an alternative assessment platform will be complete, replacing TK20.

Desired Outcome Baseline and Benchmarks:

% of Programs Engaged in Program Learning Outcome Assessment

% of Common Learning Outcomes Assessed

FY20 budget: $70-80K (Funds reallocated from TK20)

• Assessment platform license $30-40K/year
• Implementation and training for the FY 2020, $20-30K
• System admin (part-time) $20K

Strategy 1.3: Provide and support pertinent, effective, efficient, and engaging professional development opportunities

Person responsible for implementation: Andrew Feldstein, Teaching Innovation and Learning Technologies

Implementation Team Members:

Seung Gutsch, Ting Zhou, Linda A, Instructional Designers; Molly Barnett, Learning Media Coordinator; Nicole Frank, Faculty Development Coordinator, Chair; Latisha Haag, Training Specialist

Faculty Development Committee: Nicole Frank, Faculty Development Coordinator, Chair; Brent Goertzen, AHSS; Ryan Olsen, International Faculty; Jun Yang, Robbins College of Business and Entrepreneurship; Beth Walizer, College of Education; Valerie Yu, College of Health and Behavioral Sciences; Jonathan Sumrall, College of Science, Technology and Mathematics; Mitch Greer, Faculty Senate; Rob Byer, FHSU American Association of University Professors; and Robyn Hartman, Forsyth Library

Action Steps:

• Complete a comprehensive audit of current professional development (PD) activities in order to identify areas of strengths and weaknesses relevant to best practices in teaching, scholarship, and service by December 2019
  • Details of faculty professional development requirements submitted by all departments
  • Listing of current professional development resources and the requirements (objectives) they meet, along with data on usage of those resources provided by all departments
  • TILT, Forsyth Library, OSSP, and AACE to provide details on current centralized development opportunities, the requirements (objectives) they meet, along with data on usage of those resources

• Utilize data gathered from Step 1 to help plan and map a curriculum for a systematic program of professional development centralized within TILT as appropriate by May
  • This plan to reside in CourseTune and will link learning objectives, activities, and assessment methods
  • Identify high needs training that will have utility across disciplines: such as assessment and outcomes, accessibility, grant writing, experiential learning
  • Identify mission critical PD as laid out in strategic plan to prioritize workshop development
  • Map current training to determine alignment with strategic plan as well as essential faculty development initiatives such as new faculty orientation and tenure processes

• Utilize data gathered from Step 1 to help plan and map a curriculum for a systematic program of professional development distributed across disciplines as appropriate by May 2020
  • Link all objectives to current training to identify strengths and weaknesses of current PD
  • Map to determine alignment of training with strategic plan as well as essential faculty development initiatives such as new faculty orientation and tenure procedures

• Create a development and delivery schedule for priority PD activities based on audit and program plan within Curatr by April 2020
  • Design comprehensive workshops to model best practices and practical applications
  • Create sequential learning elements for inclusion in workshops that can also be delivered as stand-alone elements for self-guided PD
  • Create and publicize scheduled delivery time frame for these workshops to maximize concurrent participation to leverage social learning dimension of workshops
  • Outline requirements for workshops and estimate time to delivery for each
  • Schedule development in accordance with manpower and resources
  • By June 2020, implement a process and system for tracking development participation and engagement
  • Develop a reporting protocol for department level and other non-TILT PD opportunities
  • Quantify faculty engagement in the context of Curatr courses and DIY pathways
  • Monitor engagement and use data to determine how to improve participation or workshop quality as necessary

• By 2022, create 15 essential workshops and 20 DIY pathways designed to meet diverse faculty needs
  • Design 4-week Curatr courses using the Curatr social learning experience platform
  • Design workflow for DIY pathways within Curatr and develop platform
  • Utilize analytics within Curatr to track engagement and completion of courses and DIY pathways

Evaluation

By the end of April 2020, success will be measured in two ways:

• Establish a working definition for “professional development activities supporting best practices in teaching, scholarship, and service,” and based on that definition, determine the current baseline for faculty participation of these activities as a percentage of total faculty

• A minimum of three high-priority, asynchronous PD workshops developed by TILT, including grant writing, assessments, outcomes, accessibility, and online student engagement

Desired Outcome Baseline and Benchmarks:

% of Engaged Faculty

FY20 budget: $14,000 to update Curatr license

GOAL TEAM CHAIRS:
Taylor Kriley and Tim Crowley

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.

Strategy 2.3: Improve transition programming for transfer students

Persons responsible for implementation: Taylor Kriley and Tre’ Giles

Implementation Team Members:

Hugo Perez, Karen McCullough, Patti Griffin, Nikki Brown, Debbie Staab, Kelsi Broadway, Marcus Porter, Dixie Balman, Simone Werth, Shianne Cokely, and Brittney Squire

Action Steps:

• Hire a coordinator for transfer programs
• Deliver an overall evaluation of all transition programming for transfer students
• Research transition programming for transfer students
• Facilitate focus groups with transfer students
• Interview campus and community college partners
• Create an initial plan for transition programming interventions; example topics include academic advising, credit for prior learning, FHSU services, financial aid counseling, military benefit support, library services, and connection to co-curricular activities

Evaluation:

By the end of February 2020, the coordinator and Taylor Kriley will present data and plan to the Strategic Plan Steering Committee. This group will determine the next steps.

Desired Outcome Baseline and Benchmarks:

% Increase in Retention Rates for Transfer Students

FY20 budget: Position based on a salary of $52,000 inclusive of benefits, for coordinator

Note: One credit hour nets $26.56 based on estimated results for 2019. Transfer students account for 105,000 credit hours. A 1-percent change in credit hours equals 1,050 credit hours, and $27,900. Added position pays for itself in the third year.

Strategy 2.4: Map clear academic pathways to help students make informed enrollment decisions and simplify decision making

Person responsible for implementation: Patti Griffin

Implementation Team Members:

Linda Garner, Greg Atkins, Luci Williams, Kristi Mills, and Tim Crowley

Action Steps:

• Summer 2019, a data specialist and the project lead research equivalent credit awards by our KBOR peers for the top 50 courses we accept in transfer credit
• Fall 2019, Workday functional leads convene a summit of all academic unit leaders to discuss the project goals and parameters
  • Summit attendees analyze equivalent credit award data and complete academic plan data
  • Request has two components – creating academic plan templates for all degree programs; and analyzing equivalent transfer credit award trends within the unit compared to peers with potential realignment.
• Spring 2020, Workday project staff will prepare submitted data as part of the Workday project development; transfer course equivalency changes submitted to Registrar
• Spring 2020, closing Summit; staff and department representatives communicate results and demonstrate system functionality

Evaluation:

By the end of April 2020, a majority of academic programs will have academic plans completed in Workday in preparation for Workday launch in spring 2021. Workday will go live for student registration in October 2020. Cohort persistence rates for 2020 will not be available until census day in September 2021. Only the spring 2021, summer 2021, and fall 2021 implementation of Workday academic plans will influence these data.

Equivalent vs. Elective Transfer Credit:

An important outcome of this strategy will be to increase the ratio of equivalent to elective credit brought into FHSU by transfer students. The chart below shows that FHSU transfer students are not making progress toward degree completion by way of equivalent credit in the past seven years, despite system efforts to improve credit equivalency. The ratio remains approximately 5:1.

The practice of transcripting elective credit instead of equivalent credit remains one of the greatest barriers to timely degree completion.

Desired Outcome Baseline and Benchmarks:

A baseline can be calculated in September 2019 using the average of 2017 and 2018 cohort persistence rates. Once this baseline is known,   a first-year target can be established at an average increase of 1 percentage point across all classifications.

FY20 budget:

GOAL TEAM CHAIRS:
Dennis King and Joey Linn

DESIRED OUTCOMES

• By December 2019, create a strategic enrollment plan to address projected enrollment for the university over the next five years.

Strategy 3.1: Develop strategic enrollment plan and planning process for enrollment initiatives

Person responsible for implementation: Dennis King

Implementation Team Members:

Tim Crowley, Glen McNeil, Jon Armstrong, Vanessa Flipse, Carol Solko-Olliff, Sangki Min, Ron Manry, Kelsey Stremel, Seth Kastle, Grady Dixon, Beth Walizer, Curtis Hammeke, Derek Johnson, and Stacey Smith

Action Steps:

• September 2019, working groups and/or initiative teams map possible SEP initiatives for first review and
  • Forms topics include alternative credentials; AI, chatbot, text platform; CRM; Financial Aid leveraging scholarship promotion; financial literacy; high school counselor outreach; inquiry management/ communication flow; transfer recruitment/transfer center, and military center
  • Following discussion, consider additional initiatives ideation efforts

• October 2019, working groups and/or initiative teams revise maps with feedback from the first discussion, and map possible SEP initiatives for second
  • Conduct initiative maps review
  • Focus topics include: academic program expansion; athletics (new programs or additional capacity); enrollment data management; eSport; faculty engagement in recruitment; Hispanic student recruitment; and onboarding/orientation
  • Following discussions, consider additional initiatives ideation

• November 2019, working groups and/or initiative teams revise maps with feedback from previous reviews and map possible SEP initiatives for third discussion
  • Focus topics include: academic program messaging; international students; new academic programs; working through initial initiatives prioritization
• December 2019, working groups and/or initiative teams revise and finalize maps; SEP consultant builds enrollment, revenue, and expense models; continue working through initiative prioritization; set goals; and develop draft plan
• January 2020, steering committee and leadership finalize initial SEP initiative set; draft written document; prepare for implementation; identify implementation/continuation team; implementation/initial roll-out

Evaluation:

By the end of April 2020, the strategic enrollment planning process will be completed. Implementation will have begun.

Desired Outcome Baseline and Benchmarks:

A strategic enrollment plan to address projected enrollment for the University over the next five years will be created.

FY20 budget: $42,801

Strategy 3.2: Develop a financial aid leveraging plan that supports university growth and contributes to improved student retention

Person responsible for implementation: Dennis King, Student Affairs

Implementation Team Members: Dennis King

Action Steps:

• Develop an analytical framework
• Determine the appropriate market segmentation
• Align framework and market with the scholarship program; adjust as appropriate
• Evaluate student response by market segmentation to the net price offer
• Assess the impact of non-financial variables (academic program offering, location, )
• Establish the financial aid strategy
• Evaluate the strategy through regular tracking of admission pool composition, student response to aid offers, aid offered to admitted students aid committed to deposited students, etc.

Evaluation:

By the end of April 2020, the financial aid leveraging planning process will be completed and implementation will have begun

Desired Outcome Baseline and Benchmarks:

A strategic enrollment plan to address projected enrollment for the University over the next five years will be created.

FY20 budget: $51,000

Strategy 3.3: Attract and retain diverse, talented, and dedicated faculty and staff to support institutional growth

Person responsible for implementation: Tisa Mason

Implementation Team Members:

Jill Arensdorf, Mike Barnett, and Joey Linn

Action Steps::

• Develop and implement a move-to-market initiative
• Annually review positions to ensure compression and equity issues are addressed
• Ensure the strategic plan proactively addresses the human capital needed to address new initiatives

Evaluation:

By the end of April 2020, the implementation of the move-to-market initiative will have completed the second year of a four-year plan. All employees will have reached the year-two salary benchmarks outlined in the move- to-market plan. Implementation of the strategic plan will have included the addition of positions to support strategic growth initiatives.

Desired Outcome Baseline and Benchmarks

A strategic enrollment plan to address projected enrollment for the University over the next five years will be created.

FY20 budget: $500,000

GOAL TEAM CHAIRS:
Mike Barnett and Dana Cunningham

DESIRED OUTCOMES

• Achieve 5% annual overall revenue growth, from all sources, for the next five fiscal years.
• Commit 30% of annual overall revenue growth to improve facilities and infrastructure for the next five fiscal years.

Strategy 4.1: Increase revenue by 5% annually from existing and new revenue sources

Person responsible for implementation: Mike Barnett

Implementation Team Members:

Mike Barnett and Rob Manry

Action Steps:

• Grow enrollment
• Manage tuition rate increase
• Influence legislative action toward an increase in state appropriated dollars
• Increase financial support from the FHSU Foundation
• Increase grants

Evaluation:

By the end of April 2020, the action steps will have been completed and assessed as to their effectiveness in meeting the 5% increase in revenue.

Desired Outcome Baseline and Benchmarks:

FY20 budget: $0

Strategy 4.2: Complete a review and revision of the master plan with input from all involved participants

Person responsible for implementation: Dana Cunningham

Implementation Team Members:

Facilities Planning Committee: Tisa Mason, Jill Arensdorf, Tim Crowley, Mike Barnett, Jim Schreiber, Keith Dreher, Terry Pfeifer, Joey Linn, Deb Ludwig, Jason Williby, Mark Griffin, Teresa Clounch, and Brad DeMers

Action Steps:

• Fiscal Year 2021: Select an architectural firm to provide the necessary review involving numerous campus community constituents to determine needs and inclusions in the master plan
• Fiscal Year 2022: Complete the master plan, present findings and conclusions to the campus community and the Kansas Board of Regents

Evaluation:

By the end of April 2020, the process will have commenced. Additional evaluation components and target dates:

• Complete revised master plan with the input of all participants
• Complete initial draft of plan by June 2021
• Complete final plan by March 2022 for presentation to campus and KBOR
  • Final draft to include schedule of new academic building construction and renovation; siting of proposed construction; athletic construction; residential life construction and renovation; landscaping improvements; and classroom and lab utilizations and recommendations
• Approval of plan by the Kansas Board of Regents

Desired Outcome Baseline and Benchmarks:

FY20 budget: $0

Strategy 4.3: On a yearly basis, identify resource allocations for the rehabilitation of university facilities

Person responsible for implementation: Dana Cunningham

Implementation Team Members:

Facilities Planning Committee: Tisa Mason, Jill Arensdorf, Tim Crowley, Mike Barnett, Jim Schreiber, Keith Dreher, Terry Pfeifer, Joey Linn, Deb Ludwig, Jason Williby, Mark Griffin, Teresa Clounch, and SGA President

Action Steps:

• Annually review the highest priority needs for maintenance of facilities with emphasis on deferred maintenance items and those submitted to the KBOR as a part of the five-year capital plan
• Estimate the costs to efficiently use EBF and other maintenance funds available to the campus and submit all recommendations to the Facilities Planning Committee for review
• Complete the design process required for each project as required by board policy and state rules and regulations.
• Implement and manage projects

Evaluation:

By the end of April 2020, the first four action steps will be completed. Some projects will be completed while others may still be in process.

Desired Outcome Baseline and Benchmarks:

The baseline of 30% of annual overall revenue growth to improve facilities and infrastructure is established on the prior year revenue growth. For fiscal year 2020 the dollars allocated are $690,000

FY20 budget: $3,2 million (annual estimated EBF allocation). Annual budget determined by mil levy collections of the State and distribution by the Kansas Board of Regents. In addition $690,000 or 30% of annual new university revenue, is allocated.

Total committed FY allocation: $3.89 million

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

Persons responsible for implementation: Chief Howell, Scott Cason

Implementation Team Members:

Critical Incident Policy Group Committee: Mike Barnett, Joey Linn, Joe Bain, Jill Arensdorf, Mark Griffin, and Heather Kaiser

Action Steps:

• Review existing documents and information concerning continuity of operations to determine needs with goal of completion by December 2019
• Develop additional plans and strengthen existing plans with goal of completion by December of 2020
• Continually review and update completed plans

Evaluation:

By the end of April 2020, all action steps will be completed including the creation of a strategy for continuous review and improvement.

Desired Outcome Baseline and Benchmarks:

The baseline of 30% of annual overall revenue growth to improve facilities and infrastructure is established on the prior year revenue growth. For fiscal year 2020 the allocation is $690,000.

FY20 budget: $0

GOAL TEAM CHAIRS:
Donnette Noble and Janet Stramel

DESIRED OUTCOMES

• Annually, develop or enhance innovative partnerships that build economic prosperity at the community, regional or state level and report progress to the Kansas board of regents.
• By June 2023, meet all requirements for classification as a Carnegie community-engaged university, reflecting the FHSU mission to develop global citizen leaders.

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

Person responsible for implementation: Jill Arensdorf, Melissa Hunsicker-Walburn

Implementation Team Members: Melissa Hunsicker-Walburn, Unit Directors identified as contributing to economic prosperity through action step 1

Action Steps:

• Identify campus units that can potentially contribute to economic prosperity.
• Gather initial key metrics, activities, and initiatives to create a fuller understanding of each unit’s ability to contribute to EP reporting for the Kansas Board of Regents (KBOR)
• Seek information on the number of people served, number of Kansans served, and target audience or population for services
• Seek information on key activities and services provided
• Seek information on grants and awards received, key partnerships with external entities, and the extent to which the unit is self-sustaining.
• Develop a detailed environmental scan of units determined through initial inquiry to be contributors to EP to establish a profile of FHSU’s baseline contributions to EP
• Establish an annual reporting and monitoring process for EP

Evaluation:

By the end of April 2020, the environmental scan will be completed and FHSU’s economic prosperity profile will be created for ongoing reporting to KBOR

Desired Outcome Baseline and Benchmarks:

The baseline of 30% of annual overall revenue growth to improve facilities and infrastructure is established on the prior year revenue growth. For fiscal year 2020 the allocation is $690,000.

FY20 budget: $0

Strategy 5.3: Inventory FHSU’s current civic learning and engagement activities and evaluate for alignment for Carnegie Community Engagement classification

Person responsible for implementation: Donnette Noble

Implementation Team Members:

Jason Harper, Janet Stramel, Yaprak Dalat Ward, Kendal Carswell, Reese Barrick, Rick Edgeman, Greg Weisenborn, Deborah Ludwig, Helen Robson, Stacy Lang, Kelsey Stremel, DeBra Prideaux, James “Skip” Ward, and Kelly Hovinga

Action Steps:

• Identify and adapt an inventory instrument for community and global engagement
• Inventory the university’s current engagement activities
• Evaluate activities for alignment with the Carnegie Community Engagement classification
• Create a strategy for continuous review of activities and impact

Evaluation:

By the end of April 2020, the environmental scan (inventory) of community and global engagement activities will be completed and ready for use in analyzing the alignment of FHSU engagement activities with the Carnegie classification requirement in years two and three.

Desired Outcome Baseline and Benchmarks:

FY20 budget: $5,000 – Travel for director (e.g., AASCU Civic Engagement and Learning meeting or similar conferences or workshops)