fairmont state university strategic plan reaffirming our future · 2.1 improve the outcomes of...

FSU REDEFINING

OUR FUTURE

STRATEGIC PLAN

UPDATE –

SEPTEMBER 2010

WEST VIRGINIA HIGHER EDUCATION POLICY COMMISSION

LEADING THE WAY: ACCESS, SUCCESS, IMPACT

LEADING THE WAY

COMPACT REPORT INITIATIVES (2014-2018)

REAFFIRMING OUR FUTURE

STRATEGIES AND ACTION PLAN PRIORITY FOCI

2016 – 2018

1. Empower faculty,

staff, and

students to

achieve high

levels of teaching

and learning at

both the

undergraduate

and graduate

level

Goal 1: Increase access to postsecondary education for both traditional and non-

traditional aged West Virginians.

Goal 2: Increase the number of students at system institutions completing quality

academic programs.

Goal 3: Increase the impact that public colleges and universities have on West

Virginia through production of qualified graduates ready to contribute to

the workforce and the community, provision of needed services, and

research and development that promote knowledge production and

economic growth.

Increase degree

completion via

improved retention

and quality advising,

along with the

development of

creative approaches

to serve all students.

1.1 Increase enrollment in public institutions overall and specifically in important target

populations.

1.4 Development of comprehensive financial aid plans at all institutions that guide

institutions financial aid allocation, administration, and outreach with subsequent

reports on the success and outcomes of this plan.

2.1 Improve the outcomes of students requiring developmental education.

2.2 Increase the retention rate of students overall and specifically in important target

populations.

2.3 Increase the number of students making progress toward on-time completion.

2.4 Increase the four- and six-year graduation rates of students overall and specifically

in important target populations.

2.5 As an extension of academic program review, systemwide assurance that academic

programs prepare students to be knowledgeable and competent in their chosen

disciplines and also to be proficient in quantitative literacy, critical thinking, problem-

solving, and communication skills.

3.1 Increase the number of degrees awarded annually at the undergraduate and

graduate levels overall and in needed areas (STEM and STEM related)

3.4 Decrease the number and percent of students excessively burdened by student loan

debt.

1.1 Appreciative Advising

1.1 Ambassadors Programs

1.4 Revisions to process for identification, analysis and distribution for

financial aid and scholarships

2.1 English “Accelerated Learning”

2.1 Math “Pathways”

2.2 FYE Seminars (academic, general, topical)

2.2 FYE Passport (academic, general, contextual)

2.3 Persistence-Progression data mapping and use

2.3 FSU Writing Center

2.4 Title III – College of Science and technology

2.4 Title III – School of Business

2.5 Program assessment and goals/outcomes (CFG process and program

report structure)

3.1 STEM marketing and recruiting

3.1 STEM seminar and Passport (FYE) components

3.4 Revisions to the Notification of Indebtedness process

3.4 Revisions to the dissemination process for “Rights and

Responsibilities” information

1. Retention – Pursue research, programs, and initiatives to improve the

rate of retention among all student populations, including

funding/expanding use of assessment surveys and analysis; expand

ambassador/mentor programs across campus; pilot and assess first-year

initiative; increase practice of appreciative advising and student

development programs.

2. Support Services – Improve access and increase provision of high

quality counseling and advising services to undergraduate and graduate

students to address increasing concerns for students’ psychological,

emotional, and mental well-being, and to affect positive progress toward

on-time degree completion.

4. Fundraising – Continue strengthening the working relationship

between programs and the FSU Foundation Inc. and FSU Alumni

Relations staff, in an effort to increase opportunities to solicit and

capture endowments, gifts, and special funds for student scholarships,

program enhancement, faculty/student development and enrichment.

5. Financial Aid Overhaul – Continue to improve upon student service

delivery in communication, award, and timely disbursement of financial

aid, including federal grants and loans, institutional scholarships, and

academic unit scholarship awards.

6. Resource Allocation – As financial resources become increasingly

scarce, prioritize existing allocations toward improving efficiencies and

institutional effectiveness through relevant, timely and productive staff

and faculty development maximizing the use of current technology in

this pursuit.

7. Recruitment – With declining high school enrollments in West

Virginia, increase efforts in improving the recruitment of out-of-state

Fairmont State University Strategic Plan – Reaffirming Our Future Alignment with the WVHEPC Leading the Way: Access, Success, Impact Goals &

Redefining Our Future Strategic Plan Update – September 2010

2

and international students with emphasis on the need to increase

diversity among the student body.

10. Institutional Research – Given financial resource constraints,

pursue innovative and collaborative approaches to supporting and

coordinating institutional research, including timely analysis and

dissemination of information, to support academic and non-academic

programming, grant writing, and institutional assessment and

effectiveness.

12. Streamline Educational Offerings – Deploy more fully the

academic productivity analysis initiative to identify and terminate truly

low performing programs reallocating resources to academic degrees

and majors for which interest and enrollments are strong.

13. Assessment – Continue strengthening course, program, and

institutional assessment making use of results in effective and efficient,

data-driven, decisions, and increasing relevance of assessment in faculty

evaluations, program review, and course or academic program curricula

changes.

14. External Relations – With generational and technological changes

affecting how information is sought and accessed, priority on enhancing

the institutional web presence as the first impression potential students,

parents, or new community members often encounter. Best practices

and contemporary appeal should be pursued in the upgrade of the

institutional web site.

15. Marketing – Continue to support promotion of the institution’s

competitive advantages and highlighting institutional strengths in ways

that effectively address all segments within our market for new and

returning students.

16. Develop proactive standards for finance and academics –

Improve intentionality in establishing standards for financial exigency

and academic streamlining so as to proactively promote efficiencies in

effective operations and administration of institutional resources.

17. Enrollment – Increase opportunities for enrollment growth by

improving upon or creating strategic partnerships and more effective

outreach through relationship building with secondary schools and

community colleges, offering bridge programs; credit transfer,

articulation, and creative programming.

Integrate experiential

learning as a method

to foster greater

faculty and student

involvement within

their academic areas.


populations.


2.7 Enhance the contributions of faculty scholarship.

3.2 Systemwide address of regional economic needs through developing and promoting

pathways to careers in WV for students and recent graduates.

3.3 Systemwide engagement with external organizations (government, business, non-

profit) to solve critical regional civic and/or social issues.





2.7 Strategic faculty research opportunities to support institutional

practices (e.g. progression – persistence map; Touchpoints

research)

2.7 Examination and adoption of Boyer model of scholarship

3.2 FYE seminars and Passport elements; Centers












3

3.2 Programs of Distinction

3.3 Invigoration and support for existing centers with

academic/scholarly/engagement connections and potential

Academy for the Arts

Nursing Simulation Center

Career Development & Civic Engagement

Open Source Intelligence Exchange

Center for Arts Engagement

STEM Innovation Center

Center for Education in Appalachia

University Business Center

Center for Multicultural Affairs

WV Folklife Center

FSU PDS Partnership

3.3 Creation of a Centers Directors Network

3.3 Creation of a Funding, Development, and Resources Team






8. Engagement – Increase opportunities for engagement of students

across the campus in activities that will enhance and improve their

educational experience; increase their sense of community and civic

responsibility; and, promote FSU pride on campus and in the regional

community.

10. Institutional Research – Given financial resource constraints,





effectiveness.

11. Constituent Engagement – Expand, and to the extent possible,

coordinate opportunities to engage students, parents, alumni, and

community members in the educational and cultural life and fabric of

the university experience.




returning students.

Increase integration

of global awareness

across the college

experience.

18. Enrichment opportunity expansion – Increase opportunities for

student enrichment through study abroad, service learning, and/or

community engagement programming to further enhance educational

experiences tying such opportunities, directly or indirectly, to general

studies and programmatic learning outcomes.

Identify and deliver

new programs to meet

the local, regional,

and national needs of

citizens and business

and industry.


populations.















research)





3.3 Creation of Funding, Development, & Resources Team














community.





4










returning students.






Implement ‘best

practices’ which

improve teaching,

learning, student

retention, and degree

completion.


populations.

1.3 Development of comprehensive, collaborative access efforts at all institutions with

subsequent reports on the success and outcomes of these efforts.

1.4 Development of comprehensive financial aid plans at all institutions that guide

institutions financial aid allocation, administration, and outreach with subsequent

reports on the success and outcomes of this plan.



populations.




2.5 As an extension of academic program review, systemwide assurance that academic

programs prepare students to be knowledgeable and competent in their chosen

disciplines and also to be proficient in quantitative literacy, critical thinking, problem-

solving, and communication skills.



1.3 Campus Collaborative for Recruitment & Retention (CCRR) -- First

Year Experience

1.3 Faculty Research Team and data structure/analysis; Institutional

data, Touchpoints data, Student Services programming evaluation,

Checklists data

1.4 Revisions to process for identification, analysis and distribution for

financial aid and scholarships







2.5 Program assessment and goals/outcomes (CFG process and program

report structure)












5. Financial Aid Overhaul – Continue to improve upon student service

delivery in communication, award, and timely disbursement of financial

aid, including federal grants and loans, institutional scholarships, and

academic unit scholarship awards.





this pursuit.





10. Institutional Research –Given financial resource constraints,





effectiveness.



5



13. Assessment – Continue strengthening course, program, and

institutional assessment making use of results in effective and efficient,

data-driven, decisions, and increasing relevance of assessment in faculty

evaluations, program review, and course or academic program curricula

changes.






Utilize and refine

learning outcomes

and assessment

systems to improve

teaching and learning.



populations.




























effectiveness.

Increase opportunities

for all students, prior

to graduation, to

participate in research

experiences.




research)







effectiveness.

2. Cultivate and

strengthen the

educational,

economic, and

cultural well-

being of our

region.




academic programs.





economic growth

6

Foster relationships

with state and

regional universities,

colleges, and

community and

technical colleges to

advance degree

completion initiatives

opportunities.


populations.

1.2 Increase the college going rates of recent high school graduates.





























community.














returning students.






Promote opportunities

for faculty, staff and

students to engage in

workforce and

economic

development needs of

the region and the

State.









1.3 Campus Collaborative for Recruitment and Retention (CCRR) --

First Year Experience



Checklists data
















community.



7








returning students.

Develop the human

potential of the region

by embracing cultural

and global expression

and sharing the

expertise of faculty

and students with

business, educational,

governmental, and

non-governmental

organizations.








research)

















community.






effectiveness.








returning students.

Foster experiential

learning and

community

engagement as core

values of the

institution.


populations.










research)






















8


community.






effectiveness.








returning students.






Provide all students,

prior to graduation,

the opportunity to

participate in job

shadowing, co-ops,

internships, or

international study

travel.


populations.










research)























community.






effectiveness.

9








returning students.






3. Expand and

promote

community

engagement.




academic programs.





economic growth.

Encourage all faculty,

staff, and students to

participate in

community service

projects, research

activities, and

practical experiences

which make learning

more meaningful.


populations.










research)























community.






effectiveness.



10






returning students.






Provide reciprocal

opportunities for

nonprofit and for-

profit organizations,

governmental

agencies, and citizens

to access the services,

resources, and

programs of the

University.

1.2 Increase the college going rates of recent high school graduates.












Checklists data



research)

















community.






effectiveness.








returning students.











11

Institutionalize

community

engagement as an

expectation for

students enrolled in

upper-division,

major-related courses.









community.




returning students.






Explore local,

regional, and global

organizations to

initiate and to

establish potentially

cooperative

relationships and

student engagement

opportunities.












Checklists data



research)















community.






effectiveness.








returning students.






12

4. Enhance,

promote and

support graduate

study.




academic programs.





economic growth.

Identify and promote

distance education to

deliver graduate

degree programs or

professional

development

opportunities for

time- or place-bound

students.

1.1 Increase enrollment in four-year public institutions overall and specifically in

important target populations.


populations.

2.6 Systemwide implementation of efforts to improve the outcomes of students enrolled

in graduate programs and assessment to monitor these efforts.







2.6 Graduate programs assessment process

2.6 Revision and restructuring of graduate programming governance

and administration
















returning students.






Develop alliances and

partnerships with

other Fairmont State

academic units, other

educational

institutions, and

business and industry

to prepare individuals

to obtain necessary

certifications or

advanced degrees.

1.1 Increase enrollment in four-year public institutions overall and specifically in

important target populations.















Checklists data






















community.






effectiveness.

13














returning students.






Develop and

implement an

entrepreneurial or

cost/benefit model for

analyzing and

projecting revenue

and cost implications

for graduate

programs.

3. Increase Compensation – Pursue strategies to improve employee

retention and morale through improving compensation, particularly

among new faculty positions.





5. Provide a

comprehensive,

integrated

approach to the

Student

Experience

which

encourages

participation and

success.




academic programs.





economic growth.

Cultivate a campus

culture which

establishes, promotes

and cherishes its

traditions,

institutional history,

and instills a sense of

University and

educational pride.


populations.












14



Foster an

environment which

promotes and

increases involvement

in the campus, in the

community, and

engagement with the

larger global

community.












Checklists data
















community.






effectiveness.








returning students.






Develop and

implement

communication

systems and

publications which

meet the needs of all

students, faculty, and

staff.

9. Communication – Increase the dissemination of institutional

decisions in a timely manner in an effort to allow for more effective

coordination of initiatives and efforts among academic and non-

academic programs and services.

Improve the

communication,

availability, and

quality of student

service through

creation of a Student

Access and Support

Center.

9. Communication – Increase the dissemination of institutional

decisions in a timely manner in an effort to allow for more effective

coordination of initiatives and efforts among academic and non-

academic programs and services.




returning students.

15

6. Recruit, develop,

retain, and invest

in a diverse

group of high-

quality

employees

dedicated to

establishing,

maintaining, and

promoting a

satisfying and

productive work

environment.





economic growth.

Implement

professional

development

opportunities which

focus on mentorship,

leadership

development, and

succession planning.






Foster professional

development in order

to improve existing

curriculum and

achieve innovative,

alternative course and

program delivery

methods which

increase access and

maintain high

academic standards.





this pursuit.





Revise and

implement policy

regarding University

expectations for

faculty, including a

framework for

definitions of

scholarship, support

for faculty

professional

development, and

how service activities

interface with annual

faculty review and

promotion/tenure.








research)

















community.






effectiveness.

16








returning students.

Encourage and

support the

educational and

degree attainment of

faculty and staff to

obtain the necessary

professional

development for

personal enrichment

or to obtain new

career paths in

today’s global

society.





this pursuit.





Provide support

systems and training

which fosters faculty

and staff collegiality,

shared decision-

making, and an

overall campus

culture which values

a satisfying and

rewarding educational

and employment

experience.





this pursuit.





Develop a campus

culture dedicated to

faculty, staff, and

student success and

accomplishment (i.e.,

customer focus).

3. Increase Compensation – Pursue strategies to improve employee

retention and morale through improving compensation, particularly

among new faculty positions.

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