STRATEGIC PLAN 2013-2018 · prospect to alumnus and improve alumni commitment to the university....

2013-2018STRATEGIC PLAN

– Annual Report 3: 2015-2016 –

2 Mission

2 Vision

3 Letter from the President

4 Core Values

4 Guiding Principles

5 Significant Achievements 2015-2016

6-9 ChallengesStrategiesLong-Term Objectives

10 Assessment Dashboard 2015-2016

11 Comparison Group

2 UNIVERSITY OF LOUISIANA AT MONROE

CONTENTS

MISSIONThe University of Louisiana at Monroe seeks students

who find value in our programs and prepares them to

compete, succeed, and contribute in an ever-changing

global society through a transformative education.

VISIONThe University of Louisiana at Monroe will be recognized

among the best-performing regional universities in the

South.

September 15, 2016

It is my pleasure to report the progress made during 2015-2016, the third year of operations under the University of Louisiana at Monroe’s (ULM) strategic plan. We have used this blueprint to shape actions and decisions as is evident in our many recent accomplishments and are committed to continue this momentum into the future. This document summarizes our work over the past year and the implementation status of our strategies, in keeping with my commitment to transparency and accountability.

We have repeated our mission, vision, core values, and guiding principles so that these foundational elements remain fresh in everyone’s memory.

The report’s next section highlights some of the year’s more significant accomplishments. Two indicators of our progress stand out in particular from 2015-2016. First, ULM reached doctoral status in the Carnegie Classification of Institutions of Higher Education, placing it among the top 7% of the post-secondary educational institutions in the country. Louisiana now has six doctoral universities (R1: LSU-Baton Rouge and Tulane University, R2: University of Louisiana at Lafayette and University of New Orleans, and R3: ULM and Louisiana Tech University). Second, ULM again achieved Tier I status in US News and World Report’s rankings of regional universities in the south signifying the quality of our academic programs and the reputation the institution has built in the nation’s higher education community.

The last section of the report summarizes the progress made to date in achieving our four strategies’ long-term objectives. It now includes quantitative measures that indicate how we measure up in seven dimensions among the best regional universities in the south.

I am pleased that we are on-track with the plan’s timeline and that our performance among our peer group is indicating progress toward our vision of being recognized as a top-performing regional university in the south. However, continued decreases in state appropriations for higher education and recent strategic initiatives adopted by the Louisiana Board of Regents have altered our operating climate enough that I am recalling the Strategic Planning Committee members to consider if the current plan needs to be changed so that our successes continue. I will report the outcome of those discussions during the Fall 2016 semester.

For 85 years, ULM has offered quality academic programs, exciting co-curricular opportunities, and an environment where each individual on campus feels at home. That message is reaching and registering with more and more people. Enrollment is increasing, the area from which we attract students is expanding, and alumni and supporters are connecting with the university in greater numbers and giving generously. The strategic plan is a campus-wide initiative and provides an opportunity for every member of our campus to contribute to its success and sustained growth. Thank you for your work.

Sincerely,

Dr. Nick J. BrunoPresident

UNIVERSITY OF LOUISIANA AT MONROE 3


DR. NICK J. BRUNOPresident

CORE VALUESAs students and members of ULM’s faculty and/or staff, we desire these values at all times.


• ACADEMIC FREEDOM: We believe that freedom in teaching and

research is critical to ULM’s mission.

• DIVERSITY: We value and respect differences

because we are enriched by a broad range of ideas and perspectives.

• EXCELLENCE: We uphold high standards.

• INTEGRITY: We commit to honesty, truthfulness, and

rightness of action.

• SCHOLARSHIP: We pursue the expansion of knowledge

through teaching, research, and creative works.

• SERVICE: We pledge to be courteous, respectful,

and positive in our interactions with others, anticipating and fulfilling their needs.

GUIDING PRINCIPLESAs students and members of ULM’s faculty and/or staff, we believe that applying these principles is necessary for achieving our vision.

• COMMITMENT: We commit to the success of our

university and our students.

• ACCOUNTABILITY: We acknowledge and assume

responsibility for our actions, decisions, and results.

• INNOVATION: We develop and implement creative ideas

and solutions.

• EFFICIENCY: We pledge responsible stewardship of

available resources.

• COLLABORATION: We seek partnerships that benefit our

university.

• ACHIEVEMENT: We get positive results.


SIGNIFICANT ACHIEVEMENTS 2015-2016 • ULM was classified as a Doctoral

University-Moderate Research Activity (R3) in the Carnegie Classification of Institutions of Higher Education.

• ULM was named as a Tier I regional university in the south by U.S. News and World Report for the second year in a row.

• ULM’s online programs received 16 national rankings for best programs, including 1st in the nation for:

- online undergraduate programs by OnlineCollegePlan.com,

- BBA in Marketing program by AffordableSchools.net, and

- online RN to BSN program by CollegeStart.org.

• $19.4 million in internships, which amounted to 34% more internship placements than the second highest university in the UL System.

• Federal government approved operation of Doppler weather radar.

• ULM Honors Program reached largest number of students (200) in program history.


R1

R1

R2

R2

R3 R3

- Highest Research Activity

- Higher Research Activity

- Moderate Research ActivityR3

R2

R1

66 DOCTORAL-GRANTINGUNIVERSITIESIN THE STATE*

* Carnegie Classi�cation of Institutions of Higher Education

Lauren Harper2016 Risk Management and Insurance Graduate2016 Associate Producer2015 All Risks Intern


CHALLENGE Decreased state funding, strong external control of tuition and fee rates, a lack of action to remedy inequitable funding policies, and concern about market sustainability combine to make the financial environment an impressive challenge for ULM’s future.

STRATEGY 1. Transform ULM

to thrive in the inconsistent financial environment.

a) INTERNAL ORGANIZATIONAL STRUCTURE Determine the optimal financial organizational

structure for ULM and implement. PROGRESS TO DATE HHH

The academic reorganization and administrative budget reductions were completed. These changes included a layoff plan which was approved and implemented, and cost savings realized will be evaluated annually.

b) FINANCIAL SUSTAINABILITY FOR THE ACADEMIC PROGRAM MIX

Develop and implement a Financial Sustainability Review process.

PROGRESS TO DATE H The Financial Sustainability Review Committee will

begin analyzing data related to the financial viability of academic programs in Fall 2016. A report of findings will be developed and distributed to the President and the Vice President for Academic Affairs.

c) INSTITUTIONAL AUTHORITY AND CONTROL FOR TUITION Report on tuition rates throughout the region and on

differential tuition rates. PROGRESS TO DATE HH

Collection of data on regional tuition rates is ongoing.

LONG-TERM OBJECTIVES, PROGRESS & STATUS

Review of the data should be completed during the Spring of 2017 and recommendations developed by the review committee.

d) NEW REVENUE STREAMS Develop strategies to expand all revenue streams. PROGRESS TO DATE HH

A new hourly tuition rate for online degree programs was implemented in Spring 2015. The new rate has continued to generate significant revenues that are used to support the academic programs of the university. Student payment plans are now being administered by the university, which will generate additional revenues for the university while providing better service to students.

e) ATHLETICS Promote attendance and support of ULM athletic

teams while maintaining a balanced budget. PROGRESS TO DATE HH

Installation of a new field turf at Malone Stadium in Summer 2014 provided a safer playing surface. Construction is complete on a new athletic field house which will help recruitment by providing modern facilities for coaches and players. Planning has now begun on a possible renovation of the track facility.

BILL GRAVESChief Business Officer



a) ACADEMIC PROGRAM PORTFOLIO Implement an academic program review process. PROGRESS TO DATE HH

Letters of intent for the following programs were submitted and are under consideration by the Board of Regents: BA in Dance, BS in Chemistry, and PBC in Accounting Technology. A proposal for a PBC in Mortgage Analytics was approved.

b) ACADEMIC INFRASTRUCTURE Design an infrastructure to support high-quality

faculty. PROGRESS TO DATE HH

The Administrative Fellow program was begun in Academic Affairs so that faculty could gain senior-level administrative experience. A revised Faculty Handbook and improvements in the course scheduling process resulted from their work.

c) TARGETED STUDENT POPULATION Implement a marketing and recruitment plan to

approach and maintain program capacity levels.

PROGRESS TO DATE HH

A marketing research firm conducted a study of eULM operations and reported observations and recommendations in Spring 2016. Changes based on the recommendations have begun to occur.

CHALLENGE The need to maintain relevance to regional employers, the flat or slightly decreased trend in traditional student population, the new experiences and expectations of our students, and the increased presence of for-profit providers and larger, better-funded public institutions of higher education force ULM to operate in a dynamic and competitive environment.

STRATEGY 2. Position ULM to

adapt to the rapidly-changing educational environment

LONG-TERM OBJECTIVES, PROGRESS & STATUS

Analytics of student data continue to refine our understanding of the factors that influence student success at ULM.

d) PEDAGOGICAL STRATEGIES Implement student-centered, hands-on, and minds-

on pedagogical strategies.

PROGRESS TO DATE H The charter group of Academic Innovation Fellows

was appointed by recommendation from the Academic Deans Council and was charged to oversee the Academic Innovation Center, which opened in Fall 2016.

Not yet begun: will be addressed later in the plan’s period of operationH Some progress: has begun and initial advancement is being madeHH Substantial progress: most actions are underwayHHH Institutionalized: has been incorporated into regular university operations

LEGEND

ERIC PANIVP Academic Affairs


CHALLENGE In a buyer’s market, the quality of service experienced by customers influences their likelihood of return (loyalty). Higher education is definitely a buyer’s market these days, and, despite our resistance to that notion, students are our customers. Furthermore, the success of a university is increasingly being measured not by graduation rates or degrees produced, but by employer satisfaction with alumni and by alumni achievement.

STRATEGY 3. Improve those critical

elements leading to student success--from application through graduation and beyond

LONG-TERM OBJECTIVES, PROGRESS & STATUSa) STUDENT/ACADEMIC SUPPORT SERVICES Improve advising, enrollment management

processes, and student advocacy. PROGRESS TO DATE HH

The University Advising Committee completed the development and implementation of a holistic advising policy. An advising dashboard is in development. It will aid advisors by identifying students who are at risk and who will likely benefit from interventions. The university will reoccupy a renovated Sandel Hall as a one-stop shop for student services, housing, recruitment, admissions, scholarships, career services, and the registrar.

b) CRITICAL SKILLS NEEDED BY STUDENTS Identify skill sets for academic success and

workforce success. PROGRESS TO DATE HH

A full-time data analyst is focused on the development of predictive analytic models of various measures of students’ academic success. These models will be incorporated into the advising dashboard under development. A faculty and staff committee from the Student Success Center and Career Connections will begin identifying skill sets needed for academic and workforce success.

c) LONG-TERM RELATIONSHIP Improve university communication over the range from

prospect to alumnus and improve alumni commitment to the university.

PROGRESS TO DATE HH

Software supporting our communication and fundraising with alumni and donors was upgraded and moved to the cloud. The Office of Public Information rewrote our Identity Standards Manual, strengthened the university’s brand, enhanced the university’s social media outreach, and developed in-house expertise for video production.

d) TECHNOLOGY Implement best practices in IT, including sustainability,

as well as support to academic and student services.

PROGRESS TO DATE HH

Stability and continuity during natural disasters was once again improved by moving email services to the cloud via Office 365; replacing our telephone infrastructure with VOIP (Voice Over IP); and providing redundancy by acquiring a second internet pipe to campus. Our conversion to a Digital Library continued with the opening of multi-media student study rooms and the merger of the library and IT services under the auspices of a Chief Information Officer and Dean of the Library.

STEPHEN RICHTERSExecutive Vice President



CHALLENGE For years, ULM has operated as a hidden gem on the bayou. Its quality programs and dedication to student learning have produced alumni who have gained success at the state, national, and international levels—in the health and applied sciences, in business and industry, and in government and military service. It must now stand up and proclaim its successes, providing evidence of its achievements

STRATEGY 4. Achieve recognition of

our vision.

LONG-TERM OBJECTIVES, PROGRESS & STATUSa) DEFINITION AND MEASUREMENT OF VISION Develop performance metrics for the terms best-

performing, regional university and south. PROGRESS TO DATE HH

Progress toward achievement of our vision became more quantifiable in Spring 2016. Metrics that describe and measure ULM against identified regional universities as a “best performing regional university in the South” have been developed.

b) OPERATIONAL PERFORMANCE AND CONTINUOUS IMPROVEMENT CYCLE

Improve and institutionalize continuous improvement cycles throughout the university.

PROGRESS TO DATE HHH

ULM’s continuous improvement cycle was improved with a more user-friendly and functional two-part self-study process for budget units and a new online assessment and evaluation system.

c) COMMUNICATION AND MARKETING PLAN Develop a communication and marketing plan that will

address both internal and external constituencies.

PROGRESS TO DATE HH

The Office of Public Information was reorganized and is developing a new communication and marketing plan for the campus which will address

social media, website, and other marketing issues identified as critical to information dissemination. Two new staff members were hired to assist with plan development and execution. One part-time staff member joined the staff in the Fall of 2016.

d) ACKNOWLEDGEMENT OF ACHIEVEMENT Implement an employee recognition program.

PROGRESS TO DATE HHH

The Employee Recognition Committee was named in Fall 2014. An Employee Recognition Program began in 2003.

Not yet begun: will be addressed later in the plan’s period of operationH Some progress: has begun and initial advancement is being madeHH Substantial progress: most actions are underway

HHH Institutionalized: has been incorporated into regular university operations

LEGEND

CAMILE CURRIER Interim VP Student Affairs

ASSESSMENT DASHBOARD 2015-2016

Page 8 of 9

ASSESSMENT DASHBOARD 2015-‐2016

Full-‐Time Freshmen Cohort Retention to Year 2

76%

Source: IPEDS Data Center

6-‐Year Graduation Rate, First-‐Time Degree-‐Seeking Undergraduate Cohort

41%


Total Enrolled as % of Total Applied Fall First-‐Time Degree-‐Seeking Undergraduates

43%


75th Percentile Composite ACT Score Fall First-‐Time Degree-‐Seeking Undergraduates

25


FY Total Expenditures per FTE Student ($K)

$14,745


FY Research Expenditures ($M)

$4.991M


ULM (solid); median (dotted) and range (dashed) of Southern Public Masters-‐Large comparison group

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80

90

2011 2012 2013 2014 20150

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60

80

2011 2012 2013 2014 2015

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20

40

60

80

2011 2012 2013 2014 201515

20

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2011 2012 2013 2014 2015

$10,000

$15,000

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$25,000

$30,000

2011 2012 2013 2014 2015$0

$5

$10

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2011 2012 2013 2014 2015



COMPARISON GROUPSouthern Public Masters-Large Universities2016 US News and World Report Ranked Institutions in Bold, Tier 1 in Italics

Alabama A & M University

Appalachian State University

Auburn University at Montgomery

Citadel Military College of South Carolina

Columbus State University

Delta State University

Eastern Kentucky University

Florida Gulf Coast University

Jacksonville State University

Kennesaw State University

McNeese State University

Murray State University

North Carolina Central University

Northern Kentucky University

Prairie View A & M University

Southeastern Louisiana University

Southern University and A & M College

Tarleton State University

The University of Tennessee-Chattanooga

The University of Texas at Tyler

Troy University

University of Louisiana at Monroe

University of North Alabama

University of West Georgia

Western Carolina University

METRIC STRATEGY LONG-TERM OBJECTIVES

Full-Time Freshmen Cohort Retention to Year 2

3. Improve those critical elements leading to student success

b. Critical skills needed by students

6-Year Graduation Rate, First-Time Degree-Seeking Undergraduate Cohort

3. Improve those critical elements leading to student success

b. Critical skills needed by students

Total Enrolled as % of Total Applied Fall First-Time Degree-Seeking Undergraduates

2. Position ULM to adapt to the rapidly-changing educational environment

c. Targeted student population

75th Percentile Composite ACT Score Fall First-Time Degree-Seeking Undergraduates

2. Position ULM to adapt to the rapidly-changing educational environment

c. Targeted student population

FY Total Expenditures per FTE Student ($)

1. Transform ULM to thrive in the inconsistent financial environment

b. Financial sustainability of academic program mix

FY Research Expenditures ($M) 1. Transform ULM to thrive in the inconsistent financial environment

d. New revenue streams

Relationship of assessment metrics to strategic plans strategies and long-term objective


ulm.eduULM is a member of the UL System; AA/EOE

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