AUBURN UNIVERSITY 2010-2011 STRATEGIC GOALS UPDATE · Seminars, series of Honors participation...
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AUBURN UNIVERSITY 2010-2011 STRATEGIC GOALS UPDATE
Transcript of AUBURN UNIVERSITY 2010-2011 STRATEGIC GOALS UPDATE · Seminars, series of Honors participation...
AUBURN UNIVERSITY 2010-2011 STRATEGIC GOALS UPDATE
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STRATEGIC PRIORITY 1: ELEVATE UNDERGRADUATE EDUCATION AND ENRICH THE UNDERGRADUATE EXPERIENCE
Begin implementing the new Honors Curriculum and the General Education Core Curriculum in fall 2010, and start assessing their success.
• Implementation of the new Honors Curriculum has been completed, including the addition of new Honors Interdisciplinary Symposia, new Honors Departmental courses, Honors Seminars, series of Honors participation courses, and the new capstone “Apogee Experience.”
• In addition to a thesis, Honors students may also complete a portfolio, conference-style presentation, team project, study abroad, service learning project, or completion of two upper-level Honors Seminars as part of the new Honor’s requirements.
• The Core Curriculum has been revised to include nearly 20 new courses in the Literature, Humanities, Fine Arts, and Social Science areas.
• Selected core programs began assessing Student Learning Outcomes in fall 2010; by fall 2011, all core courses will be collecting assessment data.
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2010-2011 Strategic Goals: Instructional Mission
Implement writing in the disciplines and open the Writing Center to all Undergraduate Students beginning fall 2010.
• As of February 2011, The University Writing Committee has approved writing plans from 41 programs.
• The Miller Writing Center now maintains seven locations and completed 2,152
consultations in the fall term.
Continue to internationalize Auburn University programming efforts, including the global service initiative.
• In 2011, reciprocal academic exchanges will be created with strategic partners overseas.
• Efforts to recruit top international students are underway; international alumni are being contacted to assist Auburn efforts overseas.
• International Programs is facilitating overseas service opportunities among the Colleges and Schools, Student Services, and University Outreach.
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STRATEGIC PRIORITY 1: ELEVATE UNDERGRADUATE EDUCATION AND ENRICH THE UNDERGRADUATE EXPERIENCE
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2010-2011 Strategic Goals: Instructional Mission
Use the CLA data to improve curriculum.
• The 2009-2013 CLA Longitudinal Study has reached its midway point; in spring 2011, approximately 200 rising juniors who completed the CLA in fall 2009 will be tested. This round of CLA testing will estimate the gains students have made in reasoning and communication skills after completing two years of college.
• In April 2011, CLA staff will offer a Performance Task Academy to teach faculty how to develop real-world scenarios, for teaching reasoning and communication skills.
Increase graduation rates through better advising, use of summer schedule, and class loads taken.
• Initiatives to enhance academic advising include the implementation of the a new degree audit system, Degree Works; completion of a pilot study where faculty report mid-term grades; completion of the Advising Manual; and use of peer advisors in several colleges.
• Following tuition restructuring, students are encouraged to take 15-18 hours a semester, and attend in the summer. The Office of Distance Learning is also developing more distance course offerings for students to take in the summer.
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STRATEGIC PRIORITY 1: ELEVATE UNDERGRADUATE EDUCATION AND ENRICH THE UNDERGRADUATE EXPERIENCE
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2010-2011 Strategic Goals: Instructional Mission
Continue to support Distance Education by creating additional online courses and targeted programs at both undergraduate and graduate levels.
• An incentive model for faculty was established in fall 2010 to encourage the creation of new distance course offerings, particularly at the undergraduate level.
• The Office of Distance Learning is currently working with units to develop 10 core/high demand courses to be offered summer/fall 2011 with plans to develop an additional 10 core/high demand courses by fall 2011.
• By the end of 2011, the goal is to offer 20 new undergraduate distance courses with a minimum enrollment of 25 students per section. This will assist with the capacity issue by adding 500 seats in core and high demand courses.
Continue to support the creation of joint faculty appointments.
• To date, 83 joint faculty appointments have been created.
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STRATEGIC PRIORITY 1: ELEVATE UNDERGRADUATE EDUCATION AND ENRICH THE UNDERGRADUATE EXPERIENCE
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STRATEGIC PRIORITY 2: BUILD THE FOUNDATION FOR A STRONGER AND LARGER RESEARCH ENTERPRISE
Streamline and modernize how Auburn University collects information about faculty activity for annual review, promotion and tenure, and other uses so
that faculty research production can be effectively analyzed and showcased.
• The Digital Measures faculty activity reporting system is in place and operational.
• Orientation meetings, training sessions and student assistants are being provided to help units make the transition to digital faculty activity reporting.
Increase external funding for research and increase the number of competitive research grant proposals submitted and funded.
• AU research expenditures have remained steady, and research awards have increased 9% over the past three years. The total number of proposal submissions for 2010 was 17% above the three year average.
• A new AU-Intramural Grants Program approved 55 internal proposals, resulting in over $2.5 million in awards across all colleges and schools during its inaugural year.
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STRATEGIC PRIORITY 2: BUILD THE FOUNDATION FOR A STRONGER AND LARGER RESEARCH ENTERPRISE
Increase the number of graduate students – goal is 5,000.
• Graduate enrollment has increased by 5% over last year, with a total graduate enrollment of 3,874 (as of Fall 2010).
• A number of initiatives for enrollment growth have been developed, including graduate certificate programs, new distance education offerings, and the Accelerated Bachelors-Masters Program.
Support the development of interdisciplinary research initiatives, including Health Sciences.
• A 35 member Health Sciences Task Force recommended collaborative interdisciplinary efforts across broad areas of research, education, and service. A working group is now charged with identification and pursuit of external sponsorships in the health sciences.
• The Auburn University Huntsville Research Center, with Dr. Rodney Robertson as the Director, is establishing multiple contractual agreements to assist AU faculty in collaborating with public and private sponsors in the Huntsville area.
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STRATEGIC PRIORITY 3: EXPAND THE IMPACT OF THE UNIVERSITY’S EXTENSION AND OUTREACH ACTIVITIES, BETTER SERVICE OUR COMMUNITIES AND THE STATE
Identify institution-level expected outcomes of Auburn University’s public service activities (Outreach and Extension), analyze the extent to which those outcomes are being achieved, and make improvements based upon this analysis.
• University Outreach has reviewed outcomes and assessment processes at several peer institutions (UGA, Virginia Tech, Penn State, Iowa, Cornell, and Michigan State), and Outreach plans to visit Michigan State University to investigate their comprehensive process designed to identify, assess and improve public service activities.
• Much of the collective information and observations gained from Auburn’s Carnegie Foundation “engaged institution” application is helpful and will be used throughout the process.
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STRATEGIC PRIORITY 3: EXPAND THE IMPACT OF THE UNIVERSITY’S EXTENSION AND OUTREACH ACTIVITIES, BETTER SERVICE OUR COMMUNITIES AND THE STATE
Develop and implement initiatives to impact two or more school districts.
• A comprehensive plan for addressing student needs in Loachapoka has now been put in place and operational since early Spring 2010. The overarching goal for Loachapoka schools is to help students increase their academic performance and expand their views about successful college application and completion.
• In 2010, University Outreach identified Notasulga High School as the second school district to implement the K-12 initiative.
• Throughout 2011, the Academic Improvement/Enhancement, College Awareness/Readiness and Family University programs conducted in Loachapoka will be replicated and implemented at Notasulga High School.
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STRATEGIC PRIORITY 3: EXPAND THE IMPACT OF THE UNIVERSITY’S EXTENSION AND OUTREACH ACTIVITIES, BETTER SERVICE OUR COMMUNITIES AND THE STATE
Ensure outreach programming is financially sustainable.
• Outreach Units have produced over 246 non-credit programs with more than 16,000 registrations. This figure represents more than a 6.5 percent increase from 2009. Current programs are producing approximately 20 percent return of profit over expenses.
• University Outreach received two awards from the US Department of Commerce under the Broadband Technology Opportunities Program (BTOP), totaling approximately 6 million dollars. These awards allow University Outreach to establish broadband and wireless internet access in rural pubic schools and libraries in 63 of Alabama’s 67 counties.
• University Outreach received a $1 million endowment from the Bernard Osher Lifelong Living Institute to help sustain the Osher Lifelong Living Institute at Auburn.
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STRATEGIC PRIORITY 4: REDOUBLE EFFORTS TO SUPPORT, DEVELOP, AND STRENGTHEN OUR PEOPLE
Develop and implement a comprehensive AUM Diversity Plan.
• Individuals have been identified to serve on the Diversity Committee to review and update the 2007 Diversity Plan. This committee will continue to review and provide appropriate updates and adjustments to the current plan. Prior to this, the Associate Provost has been tracking progress on this plan and making adjustments as necessary.
• The Assistant Provost will begin implementing the revised and extended Diversity Plan prior to June 2011.
Improve Auburn University’s promotion and tenure process.
• Departments continue to develop specific guidelines for achieving promotion and tenure. Some have been approved, others are in progress.
• An ad hoc promotion and tenure committee is proposing changes to the Senate, the most significant change involves proposing open internal letters so a candidate has complete information on reasons for promotion or denial.
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STRATEGIC PRIORITY 4: REDOUBLE EFFORTS TO SUPPORT, DEVELOP, AND STRENGTHEN OUR PEOPLE
Implement faculty/staff initiatives in the Strategic Diversity Plan and report on progress.
• The Office of Diversity and Multicultural Affairs has developed a plan to reward faculty and staff who have made a contribution to the advancement of diversity at Auburn.
• The Office of Diversity and Multicultural Affairs continues to work with the Colleges and Schools to develop plans to increase diversity of faculty, students, and staff.
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STRATEGIC PRIORITY 5: COMMITTING TO CONTINUOUS IMPROVEMENT IN STRENGTHENING OUR MANAGEMENT APPROACHES AND INCREASING OUR EFFICIENCY
Increase opportunities for campus-wide collaboration and external funding as it relates to the Office of Sustainability.
• The Office of Sustainability has developed the Climate Action Plan 1.0 to provide a vehicle for increasing opportunities for ongoing campus-wide collaboration. Initial planning steps have involved 150 participants from administration, faculty, staff, and students, in nine working groups.
• The Sustainability Minor includes instructors or course offerings from nine of the colleges and schools. Approximately 70 students are currently enrolled in the minor; to date 20 students have graduated with the minor in sustainability.
• Collaborating with other campus units, the Office of Sustainability is developing capacities to provide fee-based consulting services to external audiences for sustainability-related training.
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STRATEGIC PRIORITY 5: COMMITTING TO CONTINUOUS IMPROVEMENT IN STRENGTHENING OUR MANAGEMENT APPROACHES AND INCREASING OUR EFFICIENCY
Increase classroom efficiency and the number of classrooms that are IT enhanced.
• The Capacity Analysis Group meets biweekly to review class and lab scheduling, registration progress, wait lists, instructional space utilization and right sizing course enrollments to classrooms. Work includes management of a instructional space inventory, renovation of Langdon auditorium, and construction of a 100+ seat multidisciplinary computer testing lab.
• Currently Auburn University’s main campus has 494 technology enhanced instructional spaces including classrooms, labs, and seminar rooms with 32 new projects in progress or slated to be completed in 2011.
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STRATEGIC PRIORITY 5: COMMITTING TO CONTINUOUS IMPROVEMENT IN STRENGTHENING OUR MANAGEMENT APPROACHES AND INCREASING OUR EFFICIENCY
Conduct a formal readiness audit in preparation for the submission of Auburn University’s SACS Compliance Certification, identify the focus for the Quality Enhancement Plan.
• A Compliance Readiness Audit Team is currently working to gather evidence that Auburn remains in compliance with all SACS standards and federal requirements.
• A broad-based Quality Enhancement Plan Exploratory Committee – including faculty, learning specialists, staff, students and an alumnus – is developing a “short list” of three feasible topics, from which Auburn’s QEP project will be selected. To gather ideas and build involvement, the committee has conducted focus groups, surveys, and issued a formal call for proposals.
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STRATEGIC PRIORITY 5: COMMITTING TO CONTINUOUS IMPROVEMENT IN STRENGTHENING OUR MANAGEMENT APPROACHES AND INCREASING OUR EFFICIENCY
Continue to identify and implement areas of collaboration between Auburn and AUM.
• There have been numerous collaborative efforts between Auburn and AUM in the past year. Two efforts of significant impact include:
1. The joint Master’s degree in Cybersystems and Information Security.
2. Establishing a system for transitioning Auburn University deferred students into the Seamless Program. – A letter, co-signed by the AUM Provost and the Auburn University Director of
University Recruitment, has been sent to all Auburn University deferred applicants who meet the established requirements for admission in this program inviting them to participate in the program.
– As a result, AUM has accepted more than 858 students into the Seamless Admissions program. Although not all students have chosen to participate, both institutions are confident the number of students participating will more than double in the 2011-12 year.
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STRATEGIC PRIORITY 5: COMMITTING TO CONTINUOUS IMPROVEMENT IN STRENGTHENING OUR MANAGEMENT APPROACHES AND INCREASING OUR EFFICIENCY
Establish a draft policy for Board of Trustees review that sets priorities for campus master plan implementation.
• Facilities provided the Capital Projects Program plan and funding requirements to University leadership for presentation to the Board of Trustees in November 2010.
• Process for the Master Plan Update for 2012 is underway and is in the data-gathering phase.
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STRATEGIC PRIORITY 6: CONTINUE TO DRAMATICALLY EXPAND THE ENDOWMENT, ANNUAL FUND, AND GIFTS TO THE UNIVERSITY, TO SUPPORT ACADEMIC EXCELLENCE AND INCREASE SCHOLARSHIPS
Support the Student Scholarship Campaign to increase funding for student scholarships with a goal of $15-20 million in endowments pledged by December 2011.
• Auburn University continues to work towards completing the goal of raising $15 million for scholarships, with over $3.2 million raised.
• To achieve this goal, it is necessary to increase the amounts received in order to be successful. Many gifts are coming at the lower levels, therefore the Office of Development is going to focus on securing larger endowments.
Develop an integrated marketing and communications plan.
• A comprehensive plan and policy to improve communications quality and processes and create stronger relationships among decentralized communicators and the central office has been developed, approved by senior administration, and is receiving input from around campus.
• A new university website is in place, with almost all colleges and schools having moved to a unified new template, and soon able to update information more easily through a content management system managed by IT. 18
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STRATEGIC PRIORITY 6: CONTINUE TO DRAMATICALLY EXPAND THE ENDOWMENT, ANNUAL FUND, AND GIFTS TO THE UNIVERSITY, TO SUPPORT ACADEMIC EXCELLENCE AND INCREASE SCHOLARSHIPS
Develop plans for one new major income stream for Auburn University.
• The university continues to review its academic and non academic areas for ways to enhance current revenue streams and opportunities for new streams.
• A goal is to have one to three new revenue streams identified in the near future.
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