Year 2 of Implementation, 2018-19
To the members of the university community, friends, and stakeholders:
This web page is designed to detail progress to implement our Strategic Plan and to provide a history of the process.
Significant progress has been made in accomplishing the goals of the plan. The Evaluation of Programs Committee completed their work, submitted a final report, and disbanded. The Implementation Committee is tracking progress on the goals, providing assistance by having representatives serve on committees dedicated to achieving specific action steps, and working to ensure that the plan is a dynamic one by hearing concerns that may arise as it is being rolled out. What follows is an update on progress made during the 2018-2019 academic year.
Goal 1: Create, strengthen, and enhance programs and curricula that are responsive to the needs of a diverse community of learners.
- The first-year (FY) program continued to evolve to fit the needs of individual departments, and the FY peer mentor program is in its second year of development under the management of the newly hired Student Success Librarian (1.1).
- The EAP program secured a PASS (Promoting Academically Successful Students) Initiative Grant from the CT Office of Higher Education that allowed the university to explore the concept of peer academic coaching for underserved populations. The concept is being piloted for other students who are struggling or placed on academic probation (1.1.2).
- New graduate programs have been developed in psychology, education, and biology with more planned in nutrition (HPX) and nursing (1.2.2).
- Short term study abroad opportunities have increased dramatically (1.4).
Goal 2: Develop and implement processes, facilities, and support services to meet the needs of a diverse campus community.
- Career Success Center and departments are developing new opportunities for internships and applied learning (2.3).
- Each school has hosted an alumni career day (2.3.4).
- IT&I Support Services (Help Desk) have been increased in response to demand. Tutoring centers are continuously adjusting their hours in response to student demand cycles, within the existing budget constraints (2.1.2).
- Admissions and Registrar have made significant progress in the digitization of all forms (2.1.1).
- Renovations in Higgins Hall and White Hall, and the coming plans for minor renovations in the West Side Classroom building, have included both attention to informal gathering spaces (2.4.4) and formal spaces that support diverse pedagogies (2.4.5).
Goal 3: Create a sense of campus community and pride.
- Several initiatives have contributed to this goal, including the Human Library, the Macricostas Experience, SVPA Night for the Arts, and Scholars in Action (3.1, 3.3.6).
- Summer orientation and LEAP week are regularly revised to fit needs of incoming students (3.1.3).
- The Social Committee has hosted successful gatherings once per semester (3.3.4).
- Scheduling software (for advising meetings, etc.) is included in the Office 365 Apps and available to all faculty (3.4.2).
- Logos, colors, and mascots have been unified and are prominently displayed (3.5.4-3.5.5).
Goal 4: Create a distinct identity.
- A new ad hoc committee continues to study the viability and purpose of Signature Program status, and new programs in addiction studies (psychology) and mental health nursing signal an emerging mental health focus at the university (4.2.1).
- Scholars in Action celebrates faculty achievements, along with an annual faculty creative activity publication produced by the Provost’s office (4.1).
- With the assistance of a consulting firm, the new logo, colors, and style guides were selected and implemented (4.3).
Goal 5: Create a self-sustaining financial model.
- Work of the Strategic Plan Evaluation of Programs Committee (now disbanded) has provided the foundation to achieving this goal by identifying a common data set for academic departments, and made significant progress for review of non-academic departments (5.1).
- Continued development of this work has transitioned to the University Planning and Budgeting Committee (UPBC) (5.4.1).
|Veronica Kenausis, Co-Chair
||Financial Planning & Budgets
||Ancell School of Business: Justice & Law Administration
||Student Affairs: AccessAbility Services
||School of Professional Studies: Education & Educational Psychology
|Thomas Philbrick, Co-Chair
||Visual & Performing Arts: Art
||Macricostas School of Arts & Sciences: Communication & Media Arts
On the left side of the web page is a listing of the documents that informed the crafting of the mission, values, and vision statements and the goals of the plan as well as documents which discuss how the plan came to be.
We will provide updates regularly so the campus community can see what action steps are being achieved, any changes to deadlines or approaches to strategies, and progress on each of the five goals.
Veronica Kenausis and Thomas Philbrick
Co-Chairs, Strategic Plan Implementation Committee