Five -YearStrategic Plan 2010 - 2015

www.uafortsmith.edu

The University of Arkansas - Fort Smith has a rich history and we are proud to present our new five-year Strategic Plan, launching a campaign of development that will continue to grow the University through the year 2015. Since I joined UA Fort Smith in 2006, the University has consistently defined its roles as a leader in higher education and a driving force in the regional economy. As chancellor, I’ve had the pleasure of working with faculty, staff, and students who have collaborated to create a dynamic learning environment. Within these pages is an outline of actions designed to reinforce and expand the goals our University has already put into practice: enriching the region’s quality of place, diversifying our student body, strengthening our partnership with local schools, enhancing our global perspective, and many more. In addition to building on efforts already in progress, we will introduce new initiatives to further focus our efforts in technology, student retention, and resource stewardship. By following the framework put forth in this Strategic Plan, the University will solidify its presence as an active partner in global relations and the engine of regional commerce, while producing experienced, work-ready graduates. However, for all of its strengths, this Strategic Plan depends on the University community for its success. I want to thank you personally for being a part of that community and for contributing your talents, time, and creativity to the future of UA Fort Smith. Collegially,

Paul B. Beran, Ph.D.Chancellor

EXECUTIVE SUMMARY

Mission UA Fort Smith prepares students to succeed in an ever-changing global world while advancing economic development and quality of place.

Vision UA Fort Smith will be a premier regional university, connecting education with careers.

UA Fort Smith

Initiative 1 Ensure excellence in all academic programs in order to support economic development.

Action Steps1.1 Create and improve programs

that supply graduates for high-demand professions.

1.2 Explore the feasibility of applied graduate programs to be implemented based on our region’s economic demands.

1.3 Systematically monitor and revise academic programs to ensure current effectiveness given community, regional, and/or national trends and track graduate and employer satisfaction.

1.4 Maintain and expand accountability through accreditation for all applicable programs.

1.5 Implement an accountable, effective, and useful assessment program that guides curriculum revision, development, and improvement in student learning.

Initiative 2 Recruit and retain high-quality faculty and academic support staff from diverse cultural backgrounds.

Action Steps2.1 Promote the teacher-scholar

model that values and rewards excellence in teaching, scholarship, and service.

2.2 Offer comprehensive support for academic excellence by fostering research, faculty development, a new faculty and staff mentoring program, expansion of library holdings, and increased grant writing assistance.

2.3 Increase the number of endowed faculty positions in all colleges.

2.4 Continue to improve our compensation and benefits package to recruit and retain faculty and academic support staff.

Develop as a center for intellectual, artistic, social, and cultural advancement.

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Strategic Plan

Action Steps3.1 Develop an effective and

comprehensive advising model that guides all students in the attainment of their academic and professional goals.

3.2 Improve accessibility in order to recruit, retain, and graduate minority students in all programs, with special emphasis given to the STEM, nursing, and teacher education disciplines.

3.3 Develop additional collaborative relationships with high schools, community colleges, and industries to promote student success.

3.4 Design and implement an effective Academic Early Alert System.

3.5 Develop and promote a campus-wide recruitment plan for optimum

student enrollment.

3.6 Execute a seamless admissions, advisement, and registration process.

3.7 Increase enrollment and degree completion of

“stop-out” students.

3.8 Recruit associate degree alumni to enroll and complete bachelor’s degrees.

3.9 Promote and enhance academic incentive scholarships to attract motivated students.

Create opportunities and support for undergraduate research programs to give students an opportunity to apply their knowledge.

Develop relationships with professional programs, graduate programs, and regional employers to facilitate a smooth transition for graduating students.

Scott Noel, Still Life with Lisa and Dried Roses (detail)

Henry Hensche, Landscape (detail)

Initiative 4 Develop and implement engaging and innovative learning opportunities that address the formal and informal needs of the non-traditional, degree-seeking student population.

Action Steps4.1 Expand degree completion

programs and increase the number of graduates.

4.2 Establish a Lifelong Learning citizens’ advisory committee to allow UA Fort Smith to strengthen learning opportunities both in and beyond the classroom for personal development and enrichment.

4.3 Implement strategies to ensure the success of non-traditional students.

Initiative 3 Attract and retain a highly motivated and diverse student population.

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UA Fort Smith

Initiative 5 Provide an environment for a smooth transition into the University and a support system for student success.

Action Steps5.1 Develop a First-Year

Experience program to maximize students’ potential for academic success, social growth, and improved student retention.

5.2 Enhance programming to improve relationships connecting students to the University community.

5.3 Develop parent programs to promote recruitment, enrollment, and retention

of students.

5.4 Revise new student orientation program and develop an annual Fall Convocation for all newly admitted students.

Initiative 6 Strengthen existing relationships and seek new partnerships with regional and state public and private schools (K-12) and community colleges.

Action Steps6.1 Provide leadership with

schools to improve K-12 education, including seeking targeted state and national initiatives for math, science, and technology, which strengthens connections with the University.

6.2 Build a dynamic transfer program, build community college partnerships, and promote graduation rates at both the associate and bachelor’s degree levels.

Develop as a center for intellectual, artistic, social, and cultural advancement.

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Strategic Plan

Initiative 8 Enhance cultural enrichment and “quality of place” activities.

Action Steps8.1 Provide institutional support

and opportunities for students and community members to develop an awareness of the arts through a wide range of sponsored events.

8.2 Secure Division II athletic membership and enhance public awareness of Lion Athletics through a comprehensive branding strategy.

8.3 Solidify the Center for Lifelong Learning as the region’s primary source for personal development and enrichment.

8.4 Seek and foster new partnerships to advance the cultural arts and

global awareness.

8.5 Create a formal mechanism, possibly a center for public service, to advertise, market, and promote the University’s involvement, expertise,

and outreach.

Initiative 7 Improve the quality of student life and services to guarantee students’ continued well-being.

Action Steps7.1 Grow, diversify, and

strengthen the University’s Greek system.

7.2 Revise and systematically communicate campus safety procedures.

7.3 Improve and expand campus facilities and hours.

7.4 Identify, develop, and implement programs to improve student wellness.

7.5 Implement in all Student Life areas an annual goals and assessment plan to better align activities with institutional priorities and evaluate progress and impact.

7.6 Review existing support of student organizations and devise a slate of activities to facilitate the creation of new organizations and strengthen advising, knowledge of funding, and programming potential for all organizations.

7.7 Conduct a review of college leadership models and, in collaboration with faculty, design and implement a broad-based leadership program for students.

7.8 Undertake an assessment of the current Student Senate structure, functioning, and impact; make recommendations, as needed, to the Chancellor for a revised approach with greater student representation at the institutional level and a robust election process.

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UA Fort Smith

Initiative 9 Ensure a high-quality Residential Life program that facilitates leadership development, service learning, academic success, and retention.

Action Steps9.1 Create a comprehensive

programming model that includes social, educational, recreational, and health and wellness components.

9.2 Seek and expand partnerships across campus to promote leadership and programming opportunities.

9.3 Modify and update facilities.

9.4 Customize services to meet the needs of a diverse resident student population.

9.5 Create a departmental training program to enhance student leadership.

9.6 Develop and implement learning communities, themed housing, and initiatives that support and advance the academic goals of UA Fort Smith students.

Initiative 10 Develop and implement personal enrichment programs to engage youth (17 and younger) as lifelong learners.

Action StepsEngage high-risk, high-potential, low-income youth in active learning opportunities to foster intellectual and leadership development.

Explore increased opportunities for the Academy of the Arts to reach under-represented student populations.

Identify and develop internal and external partnerships to promote and expand new learning opportunities for pre-college populations.

Expand opportunities to offer lifelong learning programs to previously under-represented groups.

Develop as a center for intellectual, artistic, social, and cultural advancement.

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Strategic Plan

UA Fort Smith

Action Steps1.1 Increase student engagement

in applied learning and real-world experiences through internship opportunities and other types of practical work study.

1.2 Increase student engagement in service and civic activities and in scholarly/creative activities and presentations in areas such as community-based work and scholarship within the curriculum.

1.3 Increase the focus on globalization and diversity by providing accessibility for study abroad and promoting cultural enrichment.

1.4 Enhance ethical leadership and civic engagement programming opportunities.

Maximize citizenship and real-world work application experiences.

Initiative 1 Develop an academic identity grounded in the application of knowledge, civic engagement, and global awareness.

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Strategic Plan

Initiative 2 Prepare students for a successful transition from the University to the external community.

Action Steps2.1 Enhance Career Services support for

employment assistance and post-graduate preparation to include a staffing needs analysis.

2.2 Increase interactions between former and current students to establish a clear connection between students and alumni.

2.3 Develop opportunities for students to create portfolios that represent student engagement and demonstrates service, scholarship, and work experiences.

Initiative 3 Position the University as a leader in developing and supporting a climate of innovation and entrepreneurship.

Action Steps3.1 Prepare and implement a plan

to recruit and retain faculty with an interest in innovative and entrepreneurial research

and teaching.

3.2 Expand innovative and entrepreneurial opportunities for students through coursework

and internships.

3.3 Support University research activities that could lead to transforming individual academic expertise and research results into intellectual property, marketable commodities, and economic development.

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UA Fort Smith

Initiative 1 Increase the number of graduates to meet workforce needs.

Action Steps1.1 Evaluate existing University

programs to ensure their relevance to the marketplace’s changing needs.

1.2 Prepare and implement strategies to specifically target increased numbers of science, technology, engineering, mathematics (STEM), nursing, and education graduates.

1.3 Maintain and pursue appropriate programs dedicated to developing “work-ready” graduates for business and industry, education, healthcare, and government.

Initiative 2 Establish and nurture partnerships that expand economic development opportunities.

Action Steps2.1 Expand existing partnerships

with public schools, community colleges, and other universities to increase graduates in high-demand, high-wage professions.

2.2 Develop strategic partnerships with statewide economic development planners and state agencies.

2.3 Grow the University’s and the region’s support for the Innovation and Entrepreneurship Center (IEC).

2.4 Explore the possibility of creating a business incubator in conjunction with private and public partners.

2.5 Promote the Center for Business and Professional Development as a primary source for workforce and non-traditional development opportunities.

Solidify and expand UA Fort Smith’s position as a primary contributor to economic development.

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Strategic Plan

Action Steps3.1 Develop a plan to create

synergies between the University’s existing economic development centers.

3.2 Systematically acquire and share economic data from a variety of sources.

3.3 Expand the library to meet and house business and industry research.

3.4 Secure national and international experts to provide information on vital community and economic development matters.

Initiative 3 Establish “Economic and Community Development Centers of Excellence,” focusing on accessibility and economic development needs.

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UA Fort Smith

Initiative 1 Implement and maintain an appropriate technological infrastructure.

Action Steps1.1 Increase the number of both

highly trained instructional and technical support personnel to more effectively assist students, faculty, and staff.

1.2 Create redundancy in the technological infrastructure to ensure continuity of technological functions and operations.

1.3 Develop workplace uses for technology to improve efficiencies and cost-effectiveness.

Initiative 2 Deploy and maintain appropriate technology to meet institutional teaching and learning objectives.

Action Steps2.1 Increase the quality and

availability of courses and programs using relevant current and emerging technologies.

2.2 Increase the use of an effective online course delivery system and improve quality training for faculty and students to enhance student retention and success in these courses.

2.3 Discover and develop technology potential to further enhance faculty opportunities to engage in research.

2.4 Create computer classroom efficiencies through consolidation where appropriate.

2.5 Create computer centers around campus to maximize student access to technology for study and social interaction at least 18 hours per day.

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Lead in the innovative use of technology.

Strategic Plan

Initiative 3 Provide a solution for communicating the University’s opportunities, presence, and direction.

Action Steps3.1 Create and maintain an

informative website that is easy to navigate.

3.2 Embrace and utilize current trends in social media to reach students, parents, faculty, and other constituents.

3.3 Use technology to promote safety and security for the campus community.

3.4 Provide paperless solutions to process student, administrative, and community requests or requirements.

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UA Fort Smith

Initiative 1 Create global and cultural awareness with on-campus and off-campus experiences.

Action Steps1.1 Enhance global experiences

by recruiting international students and by providing University students with opportunities to study abroad.

1.2 Promote and implement learning opportunities and partnerships to develop new outreach programs focusing on global awareness.

1.3 Expand and enhance global and cultural awareness through curricular integration and increased cultural activities on campus and in the community.

1.4 Develop programming for the University’s incoming international student population.

Initiative 2 Establish worldwide relationships to develop student learning opportunities.

Action Steps2.1 Support faculty and student

exchanges to increase cross-cultural interactions.

2.2 Create opportunities for education-focused international travel to stimulate cross-cultural understanding.

2.3 Recruit international scholars as visiting professors to broaden the University community’s exposure to global perspectives.

Promote global learning initiatives.

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Strategic Plan 14

UA Fort Smith

Initiative 1 Develop and nurture diverse, mutually beneficial relationships.

Action Steps1.1 Strengthen alumni

relationships.

1.2 Expand opportunities for community leaders and legislators to be involved in advancing the University.

1.3 Create partners through activities with the community that benefit the Fort Smith and Western Arkansas region.

1.4 Create partnerships that build goodwill and benefits with the Fort Smith and Western Arkansas region.

1.5 Effectively communicate the institution’s successes and future direction with open, accurate, and regular communications.

1.6 Display prominently the governing ideas of

UA Fort Smith.

1.7 Identify and develop relationships with local organizations to promote and expand lifelong learning opportunities.

Initiative 2 Strategically grow resources.

Action Steps2.1 Complete successfully the

current major gifts campaign.

2.2 Plan and implement an annual fund program.

2.3 Increase the funding base for economic centers through fundraising.

2.4 Foster new partnerships by actively seeking and securing additional grant funding.

2.5 Develop individualized funding strategies for institutional priorities.

2.6 Develop effective communication materials and processes that build the case for support.

2.7 Seek funding opportunities through individual and corporate philanthropy, public and private foundations, and federal and state sources.

2.8 Grow and manage the Foundation’s endowment to a level sufficient to support

10 percent of institutional operating needs.

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Continue to seek and steward resources.

Strategic Plan

Initiative 3 To be wise managers and excellent stewards of resources entrusted to us.

Action Steps3.1 Maintain transparent

accountability by creating and disseminating regular progress reports.

3.2 Build University support for cost-saving measures and “smart business” practices.

3.3 Develop an inventory of regularly reviewed and updated resource plans (HR, financial, facility, IT) to accurately evaluate and project resource needs.

3.4 Promote sustainability across the institution.

3.5 Create an orderly framework for facility and campus expansion.

3.6 Invest in the continuing development of faculty and staff.

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UA Fort Smith

University TimelineThroughout the decades UA Fort Smith has never been complacent. Since 1928 the men and women who have worked on this campus have each added a bit of their own story to ours, putting themselves into their work and leaving an impression that still resonates today. We continue their progress and honor their legacy by frequently adding degree programs, student services, advanced technology, and community enhancement projects.

Where we are going as a university can only be fully appreciated by looking back at where we’ve been. Our timeline shows one consistent trend: growth, allowing us to touch more lives than ever before. Our strategic plan guides us in creating 21st century opportunities for our region.

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1958Dr. E.T. Vines becomes third FSJC president. 1966

Fort Smith Junior College becomes Westark Junior College.

1968Shelby Breedlove named institution’s fourth president. Vines Building dedicated.

1975James Kraby named fifth president. Enrollment tops 3,000.

1928Fort Smith Junior College, temporarily housed in Fort Smith High School, welcomes first students. Public school superintendent J.W. Ramsey serves as president.

1988Enrollment tops 4,000.

1989Westark Foundation successfully completes first major gifts campaign. Enrollment tops 5,000.1937

FSJC moves to new quarters beneath enclosed stadium at Fort Smith High School (now Northside).

1950Fort Smith School Board votes to separate FSJC from public schools.

1951FSJC leases 40-acre “county poor farm” at corner of Grand Ave. and Waldron Rd.

1952Elmer Cook becomes second president. Classes open on new campus.

1963Enrollment tops 1,000.

1965Sebastian County referendum creates Community College District and governor-appointed board.

1972Westark Junior College becomes Westark Community College. Gardner Building dedicated.

1973Enrollment tops 2,000.

1983Joel R. Stubblefield becomes sixth president.

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Strategic Plan

Cross section of a 100-year-old American elm that formerly stood between Grand Ave. and the Flanders Business Center.

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1997Legislation allows Westark to offer a limited number of bachelor’s degrees.

1998Westark Community College becomes Westark College.

2006Paul B. Beran named chancellor.

2008• Economic development becomes major focus.• Chancellor’s Coalition for the Visual Arts leads art revival on campus.

2007• International program launched. • Alumni Association founded.• Innovation and Entrepreneurship Center opens.• NCAA application process begins.• Four-year graduates outnumber two-year for first time.

1990University Center opens on campus, offering four-year degrees. Campus Master Plan completed.

2000Westark Board of Trustees and University of Arkansas System approve merger.

2001Sebastian County deeds campus land to college. Local sales tax enacted to support new four-year institution.

2005UA Fort Smith reaccredited with recognition as a baccalaureate institution.

2009Enrollment tops 7,000.

2002• Westark College officially becomes

University of Arkansas - Fort Smith.• Enrollment tops 6,000.

2010• Campus spans 170 acres

and over 1 million square feet of facilities.

• Numa sculpture unveiled.• Five Year Strategic Plan

2010 - 2015 unveiled.

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Campus Expansion Dates listed denote when buildings were populated by the University.

1. Ballman-Speer — 1956 2. Holt — Built 19613. Fitness Center — 19654. Flanders Business Center — 19685. Vines — 19696. Fullerton Administration — 19707. Gardner — 1972

8. Breedlove — 19779. Business Center — 198010. Boreham Library — 198611. Echols — 198612. Kinkead Annex — 199113. Math/Science — 199214. Crowder Field — 1993

15. Reynolds Bell Tower — 199516. Business and Industrial Institute — 199617. Baldor Technology Center — 200018. Plant Operations — 200019. Smith-Pendergra� Campus Center — 200120. Stubble� eld Center — 200121. Sebastian Commons — 2003

22. Pendergra� Health Sciences Center — 200423. 51st Annex — 200824. Lion Plaza — 2010 25. Lion’s Den Residence Hall — 2010 26. Intramural Field and Additional Parking27. Library Expansion

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Strategic Plan

Campus Expansion Dates listed denote when buildings were populated by the University.

1. Ballman-Speer — 1956 2. Holt — Built 19613. Fitness Center — 19654. Flanders Business Center — 19685. Vines — 19696. Fullerton Administration — 19707. Gardner — 1972

8. Breedlove — 19779. Business Center — 198010. Boreham Library — 198611. Echols — 198612. Kinkead Annex — 199113. Math/Science — 199214. Crowder Field — 1993

15. Reynolds Bell Tower — 199516. Business and Industrial Institute — 199617. Baldor Technology Center — 200018. Plant Operations — 200019. Smith-Pendergra� Campus Center — 200120. Stubble� eld Center — 200121. Sebastian Commons — 2003

22. Pendergra� Health Sciences Center — 200423. 51st Annex — 200824. Lion Plaza — 2010 25. Lion’s Den Residence Hall — 2010 26. Intramural Field and Additional Parking27. Library Expansion

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