STRATEGIC PLAN PRIORITY I: STUDENT SUCCESS AND … · The University of Toledo‘s Strategic Plan:...

The University of Toledo‘s Strategic Plan: Path to Excellence 2017-2022 Division of Academic Affairs - Implementation Plan – February 1, 2018 1

STRATEGIC PLAN PRIORITY I: STUDENT SUCCESS AND ACADEMIC EXCELLENCE

Outcomes Metrics

Action Steps

With

Priorities and Timeline

(Immediate 2017-18; Short-Term 2018-20; Mid-Term 2020-22)

Resources ($ No additional

Investment Required;

$$ Minor Investment

Required;

$$$ Significant Investment Required)

Responsibility

Goal 1: Improve undergraduate student success, retention and degree completion.

1.1. Overall undergraduate first-year retention rate

Baseline 2016: 74% Target 2022: 80%

IMMEDIATE 2017-18

1. Establish a Student Success Task Force to inventory student retention and success efforts on campus, assess their effectiveness, and identify best practices at other universities for implementation at UT.

$ VP Student Success

2. Review and revise University Completion Plan. $ VP Student Success

3. Establish Advising Task Force to improve advising systems across campus and implement assertive, pro-active advising, including Starfish early alert initiative.

$ Assistant Provost, Julie Fischer-Kinney

4. Expand use of Starfish system and predictive analytics to improve student retention; appoint a Starfish coordinator (work with Registrar and Institutional Research, Ad Astra scheduling and Platinum Analytics) to increase graduation rates.

$$ Assistant Provost, Julie Fischer-Kinney

5. Develop new model for First-Year Experience. $$ VP Student Success/Associate Dean Holly Monsos

6. Expand early arrival programs, summer bridge programs, cohort programming, and living/learning communities (LLC) for implementation in August of 2018.

$$$ VP Student Success/Associate Dean Barbara Schneider (Bridge Programs)/Deans (Bridge, LLC, Cohort Programming)


7. Expand tutoring programs. $$ VP Student Success/Director, Academic Support Services

8. Review and Assess D/F/W rates (D grade, Failure grade, and Withdraw grade) as barriers to completion and meet with department chairs to discuss courses with high D/F/W rates or a wide disparity in D/F/W rates across sections and identify ways to address the disparities.

$ VP Student Success/Deans/ Chairs

9. Add information on success coaches, tutoring, and Starfish on course syllabus template and promote its use among faculty.

$ VP Student Success/Deans

SHORT TERM 2018-20

1. The First-Year Experience program will include at least 80 percent of each year’s first-year students by 2022 (baseline data for 2016 is 0 percent).

2. Review Probation/Suspension Policy and assess data with

Faculty Senate and propose policy revision if warranted.

3. Include diversity and inclusion programming at fall Orientation.

$ $ $

AVP Student Success VP Academic Affairs VP Diversity and Inclusion

4. Expand support for pre-majors in colleges, for undecided students, and for “re-deciding” students.

$ Dean, University College

5. Establish pathways to success for at-risk students. $ Dean, University College

6. Implement peer mentoring programs.

7. Develop policy on faculty use of learning management system and electronic posting of syllabi.

$$ $

VP Academic Affairs/AVP Student Success VP Academic Affairs/VP Faculty Affairs


MID-TERM 2020-22

1. Develop and implement policies for selection of most effective instructors for teaching General Education courses and provide academic support to instructors.

2. Work with chairs to encourage widespread use of learning management system and electronic syllabi.

$ $

VP Academic Affairs VP Academic Affairs

1.2. Overall undergraduate six-year graduation rate


IMMEDIATE 2017-18

1. Develop the U-Achieve Degree Audit system for students and advisers.

$

Registrar, Julie Quinonez

2. Develop and implement the "15 to Graduate" campaign aimed at getting students to register for 15 credit hours per semester and improve the four-year graduation rate.

3. Acquire/develop a new student success software system to

link registration with degree audit and financial planning.

$ $$$

Assistant Provost, Julie Fischer-Kinney VP CIO / Assistant Provost, Julie Fischer-Kinney

SHORT TERM 2018-20

1. Develop Second-Year Experience program and transfer programs to complement the First-Year Experience.

$$ AVP Student Success

2. Implement at least one interactive learning classroom available to each college (2016 = 1 college).

$$$ VP Assessment, Accreditation, Program Review, Faculty Development / VP CIO


MID-TERM 2020-22

1. Identify and implement standardized instrument to assess student learning outcomes of graduating seniors and benchmark with peer institutions (target to be determined after baseline established in 2018-19)

$ VP Assessment, Accreditation, Program Review, Faculty Development

1.3. Percentage gap for first-year retention rate between minority and majority students with similar preparation


IMMEDIATE 2017-18

1. Establish baseline for achievement gap (i.e. secure data by ethnicity for similarly prepared students)

$ Provost/VP Diversity and Inclusion

2. Convene Student Success Ad Hoc Subcommittee to develop targeted strategies to reduce the retention gap.

$ VP Diversity and Inclusion

3. Develop qualitative and quantitative tools to assess minority students GRIT and perspective of the university.


SHORT TERM 2018-20

1. Inventory best practices of peer institutions that successfully retain underrepresented minority students.


2. Implement strategies identified in “Immediate” phase, above.

$$ VP Diversity and Inclusion

3. Contact students who have left The University of Toledo to identify problems and develop strategies to fix them.


4. Develop and implement Peer Mentoring for underrepresented minority students.


5. Intervene with underrepresented minority students who are at risk (through low GPA) to review and develop strategies for subsequent terms.

$ AVP Student Success/ Director, Academic Support Services


MID-TERM 2020-22

1. Assess strategies above and revise as needed; continue and grow implementation.


2. Expand summer Multicultural Emerging Scholars Program (MESP).


1.4. Percentage gap for six-year graduation rate between minority and majority students with similar preparation


IMMEDIATE 2017-18

1. Assess success of MESP cohorts 1, 2, 3; develop changes as

needed to the program and launch cohorts in future years.

$

VP Diversity and Inclusion

SHORT TERM 2018-20

1. Develop a system for TRIO Student Support Services. Director to identify/flag TRIO-eligible students who have not filed their FAFSA for the upcoming year by January, and follow up with students to help them complete the process.

$ Director, Academic Support Services

2. Assess success of Multicultural Orientation and Resources for Excellence (M.O.R.E.) Cohort 1; implement future M.O.R.E. cohorts based on that assessment.

$ VP Diversity and Inclusion/Student Affairs

3. With the Black Student Union and Latino Student Union, organize and sponsor the “Making It through College” panel program each year.

$$ Director, Academic Support Services

4. Through marketing and outreach, increase the number of students participating in TRIO academic resource sessions.


MID-TERM 2020-22

1. Identify TRIO students in courses with high D/F/W rates (D grade, Failure grade, and Withdraw grade) at the start of the semester, and engage those students with early outreach support.


2. Develop and launch a TRIO Student Advisory organization to provide leadership opportunities for TRIO students, expand activities and build community for the TRIO-eligible population, and promote TRIO support services.



1.6. Reduction in number of undergraduate degree programs that are more than 120 credit hours

Baseline 2016: 4 programs at 120 credits Target 2022: 50% of programs at 120 credit hours

IMMEDIATE 2017-18

1. Review all undergraduate degree programs to determine which programs can be completed within 120 credit hours while maintaining program quality, accreditation and other requirements.

2. Implement changes to achieve 120 credit hours in 25 programs (50 percent of target goal).

$ $

Senior Vice Provost Senior Vice Provost

SHORT TERM 2018-20

1. Implement changes to achieve 120 credit hours in 15

additional programs.

$

VP Academic Affairs

MID-TERM 2020-22

1. Implement changes to achieve 120 credit hours in 10

additional programs.

$

VP Academic Affairs

Goal 2: Improve graduate and professional student success through timely degree completion.

2.1. Two-year graduation rate of full-time master’s degree students


IMMEDIATE 2017-18

1. Identify five popular MS/MA programs and develop accessible pathways (online, hybrid, summer only, evening, etc.) to enroll in and complete these programs in a timely manner.

$$ Dean, COGS

2. Benchmark MS graduate funding packages $ Dean, COGS

3. Determine the appropriateness of direct admission into professional programs for excellently prepared freshmen and targeted recruitment for stellar UT alumni.

$ Dean, COGS


4. Collaborate with the Office of Research and Sponsored Programs to establish opportunities for engagement of students in research, scholarship and advanced creative activities within and outside of academic programs; including participation in real-world problem-solving research at the local, national and international levels.

$ Dean, COGS

SHORT TERM 2018-20

1. Realign existing funds to increase student success and decrease time to degree.

2. Develop curricula for BS/MS pipeline programs in Data Science and Cybersecurity. Determine the best platforms for offering these programs and identify the appropriate administrative structure to facilitate their interdisciplinary nature.

$ $

Dean, COGS Dean, COGS

3. Strategically allocate graduate tuition waivers and stipends to programs with high success rates but long degree acquisition times. This will be aligned with fixed funding periods.

$ Dean, COGS

4. Enhance graduate student services targeted toward the needs of graduate and professional students.

$$ Dean, COGS/Student Affairs

MID-TERM 2020-22

1. Provide mandatory professional development to graduate faculty in best practices in graduate student mentoring, advising and career success.

2. Develop and implement bridge programs and conduct student focus groups to enhance the diversity, inclusion and success of MS and PhD students from diverse domestic and international backgrounds.

$ $$$

Dean, COGS Dean, COGS

3. Acquire public and private funding through grant writing and relationship building to support graduate student stipends, professional development and professional travel and memberships.

$ Dean, COGS

4. Identify two additional bachelors to master's pipeline programs which decrease time to the master's degree. Implement curricular changes to facilitate the establishment of these degrees.

$ Dean, COGS


(Note: Area I, Goal

2, Action Item #4, page 7, Strategic Plan)

Enhance career development for all professional and graduate students

Metrics to be determined

IMMEDIATE 2017-18

1. Inventory existing career development resources for graduate and professional students.

$ Dean, COGS

SHORT TERM 2018-20

1. Collaborate with academic college professional development leaders to provide centralized professional development services. These will include writing boot camps, emotional intelligence training, and training in written and verbal communications.

$$ Dean, COGS/Deans

2. Benchmark PhD graduate funding packages and realign existing funds to increase student success and reduce time to degree.

$ Dean, COGS

MID-TERM 2020-22

1. Develop additional programs (career development workshops, peer mentoring, etc.) that support graduate and professional students' career development.

$$ Dean, COGS

Goal 3: Prepare students for advanced academic studies and career success.

3.1. Program-level learning outcomes, assessments and achievements aligned with UT’s Institutional Student Learning Outcomes (ISLOs) as documented in an annual review process


IMMEDIATE 2017-18

1. Align academic program Assessment Plans with Institutional Student Learning Outcomes (ISLOs).

$ VP Assessment, Accreditation, Program Review

2. Develop and implement a process for measuring UT's ISLOs at the level of the institution (across programs) through consultation with the University Assessment Committee (UAC).


3. Identify programs to participate in, and pilot, for example AAC&U's VALUE initiative (Valid Assessment of Learning in Undergraduate Education). (Note: Participation in AAC&U's VALUE initiative requires an annual fee).

$$ VP Assessment, Accreditation, Program Review


SHORT TERM 2018-20

1. Collect data on one of the ISLOs using AAC&U's VALUE initiative or other method and share data with Committee for Institutional Effectiveness and Planning (CIEP) and members of the University Assessment Committee. (Note: Participation in AAC&U's VALUE initiative requires an annual fee).

$$ VP Assessment, Accreditation, Program Review

2. Assist college assessment committees and academic departments with the development of measurable program student learning outcomes that are aligned with ISLOs. All programs should have specific SLOs, mapped onto the ISLOs, by the end of this period.


3. Identify and implement program assessments that measure ISLOs at the institutional level. These assessments will provide data on students’ attainment of learning outcomes, and feedback will be provided to the programs in order to develop program improvements.

$ VP Assessment, Accreditation, Program Review/VP Academic Affairs

MID-TERM 2020-22

1. Refine ISLO measurements at the institutional level. Feed data back to programs to drive improvements


2. Incorporate program-specific SLO measurement into annual departmental reporting process.


(Note: Area I, Goal

3, Action Item #2, page 7, Strategic Plan) Conduct data-driven formative and summative academic program reviews and assessments to improve existing programs, or establish new ones

Target: All programs will undergo a program review cycle, with feedback and accountable action steps by 2022

IMMEDIATE 2017-18

1. Implement regular program review process that results in an assessment of issues and action steps agreed upon by the Provost, college dean, and unit-level personnel in charge of each academic program, with the goal of driving and documenting program improvement.


2. Work with colleges to determine program review schedules

and process to be followed by each college and its programs. Connect these schedules to external accreditation cycles where needed.

$

VP Assessment, Accreditation, Program Review


3. Create an inventory of all externally accredited programs that will include accrediting agency, timelines, general accreditation requirements, most recent documents (self-study, monitoring reports, etc.), areas of concern, and current status.


4. Designate an accreditation liaison for each academic college.

$ Deans

5. Establish Committee on Institutional Effectiveness and Planning (CIEP) – to review and analyze data from a range of sources, including trends identified within program review.

$ Provost/VP Academic Affairs/VP Assessment, Accreditation, Program Review

SHORT TERM 2018-20

1. Develop and implement a process to follow-up and document the status of agreed upon program review action items from regular program reviews.


2. Create a list of standardized questions for external program review teams, which will allow for appropriate feedback on program quality and generate comparable data across programs.


3. Standardize the process for programs to respond and submit action plans in response to program review. Document this process, and implement a system for documenting program responses for regular follow-up.


4. Maintain a process to formally monitor and track individual program accreditation to insure all timelines are followed and feedback is given prior to document submission to accreditors.


5. Include accreditation status update for each externally-accredited program in deans' annual reports.

$ Deans

6. Incorporate Committee on Institutional Effectiveness and Planning (CIEP) analysis and recommendations into annual budget allocation process.

$ Provost


MID-TERM 2020-22

1. Summarize findings and results of Committee on Institutional Effectiveness and Planning (CIEP) work in preparation for the university’s Higher Learning Commission (HLC) accreditation visit in 2022.

$ VP Assessment, Accreditation, Program Review/VP Academic Affairs

2. Conduct an analysis of the program review process, documenting improvements that have been made and adjusting the process as necessary to take into account this assessment.


3.2. Percentage of distance-learning courses that are Quality Matters-certified or meet Quality Matters standards

Baseline 2016: 6% certified plus 6% meeting standards Target 2022: 33% certified and all new and revised online courses to meet Quality Matters standards

IMMEDIATE 2017-18

1. Provide course development stipends to faculty for the development of online courses that meet Quality Matters standards, with course development provided by UT's online instructional design team.


2. Provide professional development workshops and consultations with faculty related to Quality Matters standards and recommend Quality Matters certification of online courses.


3. Promote Quality Matters certification and peer review opportunities with faculty via Blackboard and other platforms and venues.


SHORT TERM 2018-20

1. Identify high enrollment online courses that are not Quality Matters certified in spring 2018.


2. Deans to require that faculty participate in UT Online trainings if they are going to teach online, and require that all online courses are to seek Quality Matters certification. (Note: Currently, COBI and JHCOE deans have implemented this requirement).

$ Provost/Dean, University College/ Deans


MID-TERM 2020-22

1. Develop a Quality Matters Faculty Review Team made up of UT Faculty who are Quality Matter Peer Reviewers in order to increase faculty participation in the peer review process, as well as to provide peer-to-peer recommendations.


3.3. Number of undergraduate-to-graduate pipeline programs

Baseline 2016: 6 programs Target 2022: 10 programs

IMMEDIATE 2017-18

1. Inventory existing master's degree programs and develop a list of programs with potential to develop pipelines to related undergraduate majors.

$ Dean, COGS

2. Develop clear and effective guidelines and procedures, including proposal templates and workflow processes, for the establishment of undergraduate-to-graduate pipeline programs that include Higher Learning Commission (HLC) and Ohio Department of Higher Education (ODHE) guidelines on credit hour limitations, registration and financial aid considerations.

$ Dean, COGS

SHORT TERM 2018-20

1. Establish new graduate programs with the potential to build undergraduate-to-graduate pipelines.

$ Dean, COGS

2. Based on inventory of existing master's programs, identify two programs that can include pipelines, and develop and implement pipeline programs for these degrees.

$ Dean, COGS

MID-TERM 2020-22

1. Identify two additional master's programs and develop and implement pipeline programs for these degrees.

$ Dean, COGS

3.4. Undergraduate participation rates in experiential learning


IMMEDIATE 2017-18

1. Develop a plan for guaranteeing that every UT undergraduate student has an experiential learning opportunity (internship, field experience, practicum, etc.).

$ VP Academic Affairs/Student Affairs


SHORT TERM 2018-20

1. Increase experiential learning opportunities for undergraduate students; and continue to expand innovative internships, co-ops and employment opportunities, including opportunities related to technology partnerships.

$$ VP Academic Affairs /Student Affairs

2. Implement guaranteed experiential learning program developed in the previous period.

$$ VP Academic Affairs/Student Affairs

MID-TERM 2020-22

1. Embed experiential learning in all programs and require students to complete at least one career-related experiential learning course during their academic program.

$$ VP Academic Affairs/Student Affairs

3.5. Undergraduate student placement rate


IMMEDIATE 2017-18

1. Work with faculty and the First-Year Experience program to increase students’ awareness of career services and build in mechanisms that engage students with career services as freshmen and throughout their academic careers.

$ VP Student Success

SHORT TERM 2018-20

1. Ensure that programs embed career-related information in required coursework for each major.

$ VP Academic Affairs/Deans

2. Enhance the coordination between career services in the colleges and the Office of Career Services.

$ AVP Student Success/Deans/ Student Affairs

MID-TERM 2020-22

1. Increase mentoring opportunities for students with alumni and employers for career exploration, job shadowing, professional networking and recruitment.

$ AVP Student Success/Deans/ Alumni Affairs

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STRATEGIC PLAN PRIORITY I: STUDENT SUCCESS AND … · The University of Toledo‘s Strategic Plan:...

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