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Goal 1: Academic Excellence

Foster evidence-based best practices in teaching and learning supported by scholarly activities and professional development

 

GOAL TEAM LEAD(S):
Jeff Briggs and Brad Will

  • With support from the Office of Institutional Effectiveness and Quality Improvement, academic departments have received training on the AEFIS assessment platform and continue to make progress aligning assessment activities and data collection to the new framework. 
  • Led by the Office of Teaching Innovation and Learning Technologies, professional development activities focused on the transition to remote and blended teaching models for domestic and cross-border programs. This involved targeted training for essential tools to support transition to asynchronous and blended instruction. 
  • Fall and Spring Professional Development Day activities transitioned to a totally online format. Recorded sessions available after the events increased reach to adjunct faculty and faculty who serve in cross-border programs.
  • Coordinated by the Scholarship Environment Committee, the Faculty Research Experience Project was launched in fall 2020, with six proposals selected to receive funding in year one of the new initiative. 

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 LEAD(S):
Taylor Kriley and Tim Crowley

  • Improvements in the Early Tiger Alert platform contributed to student retention from 61% in Spring 2020 to 69% in Fall of 2020.
  • 100% of all Workday academic plan templates were designed, configured, and deployed to the campus advising community on time in February 2021 in preparation for fall 2021 registration. Advisors were trained in the usage of these plans in February 2021. This strategy has been successfully completed and will be retired from the strategic plan in June, 2021.   
  • Collaborated with a team of faculty, who oversee internships in their departments, to create a university-wide definition of internship.
  • Conducting an environmental scan to ascertain the current status of AI initiatives at FHSU.  
  • Taskforce has submitted a plan for implementation consideration as part of year three.  

Goal 3: Strategic Growth

Design and implement a plan for sustainable university growth

 

GOAL TEAM LEAD(S):
Dennis King and Joey Linn

  • Received SEP plans for the 21-22 academic year. Social Work and Computer Science have exceeded SEP enrollment goals from the 20-21 academic year.
  • Proactively transitioned in and out of three scholarship programs due to COVID.
  • Taskforce continues to meet with an anticipated plan forthcoming for consideration in Summer 2021.

 

Goal 4: Resources and Infrastructure

Maintain and improve infrastructure and resources to keep pace with growth

 

GOAL TEAM LEAD(S):
Mike Barnett and Dana Cunningham

  • The University did not attain 5% revenue growth for the year due to numerous factors including the negative effect of COVID on enrollments and declining State funding.
  • Campus Master Plan data gathering commenced in late 2020.  Initial constituent meetings have been held and the process is continuing forward toward a fall 2021 completion.
  • Educational Building Funds and University cash exceeded the goal of 30% new revenue committed to maintenance and rehabilitation of facilities.
  • Work is underway concerning Continuity of Operations Plans with consideration of outside consulting to support the project.

Goal 5: Community and Global Engagement

Cultivate impactful partnerships internally, locally, nationally, and globally

 

GOAL TEAM LEAD(S):
Donnette Noble and Janet Stramel

  • Completed first steps in the proposal process for a cybersecurity/defense incubator for KBOR’s Pillar 3.
  • Graduate research assistant was hired to help with data collection who has been in direct contact with student organizations and academic units.
  • FHSU Civic Learning and Community Engagement Advisory Board was announced in Spring 2021 and has begun meeting. A five-part series of workshops on community engaged teaching and institutionalizing engagement was held in April and May 2021. The Experiential Learning Committee was reconfigured to ensure all campus units are represented. The Center for Civic Leadership was reorganized in fall 2020 to increase collaboration and eliminate overlaps in programming.

Contact Office of the President

  

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