ACADEMIC AFFAIRS COUNCIL ******************************************************************************

Size: px

Start display at page:

Download "ACADEMIC AFFAIRS COUNCIL ******************************************************************************"

Felix Peters
5 years ago
Views:

1 ACADEMIC AFFAIRS COUNCIL AGENDA ITEM: 5.C DATE: September 5, 2013 ****************************************************************************** SUBJECT: SDSU s new Five-year Plan Impact 2018: A Strategic Vision for South Dakota State University South Dakota State University recently completed a 14-month planning process that culminated with the publication of IMPACT 2018: A Strategic Vision for South Dakota State University, a new five-year plan for the institution. This work was led by Provost Laurie Nichols and a 23-member leadership council appointed by President David L. Chicoine. The plan was based on campus-wide dialogs with departments and other units, listening sessions across South Dakota, and engagement with national leaders in higher education. The plan lays out a set of strategic goals, action steps, and performance measures. Materials describing the plan and the processes can be found at Dr. Nichols will provide a brief overview and will answer questions. ****************************************************************************** RECOMMENDED ACTION Information.

ATTACHMENT I 2 VISION As a leading land-grant university, South Dakota State University champions the public good through engaged learning, bold and innovative research and creative activities, and

MISSION South Dakota State University offers a rich academic experience in an environment of inclusion and access through inspired, student-centered education, creative activities and research,

CORE VALUES Excellence in learning, discovery and engagement Passion for the institutional mission Improved quality of life for the people and communities of South Dakota, our nation and the world

Transparency in decision-making and information sharing Fiscal and programmatic accountability Economic and environmental sustainability IMPACT 2018: A Strategic Vision for South Dakota State

2 ATTACHMENT I 2 VISION As a leading land-grant university, South Dakota State University champions the public good through engaged learning, bold and innovative research and creative activities, and stewardship within a global society. MISSION South Dakota State University offers a rich academic experience in an environment of inclusion and access through inspired, student-centered education, creative activities and research, innovation and engagement that improve the quality of life in South Dakota, the region, the nation, and the world. CORE VALUES Excellence in learning, discovery and engagement Passion for the institutional mission Improved quality of life for the people and communities of South Dakota, our nation and the world Appreciation for academic, scientific and humanitarian achievements Curiosity and innovation Acceptance and embracement of diverse cultures and perspectives Civility, integrity and trustworthiness Transparency in decision-making and information sharing Fiscal and programmatic accountability Economic and environmental sustainability IMPACT 2018: A Strategic Vision for South Dakota State University is a five-year strategic plan that, when implemented, will enhance the future of South Dakota citizens while supporting positive change and meeting the challenges of a global, complex and interconnected society. IMPACT 2018 is the result of a 14-month process, led by Provost Laurie Nichols and a 23-member leadership council appointed by President David L. Chicoine. The plan derives its direction from listening sessions across South Dakota, campuswide dialog with departments and other units and engagement with national leaders in higher education. IMPACT 2018 strategic goals and action steps draw on strengths and a commitment to excellence to create a pathway to the future as a high-performing institution that delivers greater value to students and stakeholders. MAY 2013 IMPACT

3 ATTACHMENT I 3 STRATEGIC GOALS AND ACTION STEPS: IMPACT 2018 STRATEGIC GOALS ARE GROUNDED IN THE UNIVERSITY S COMMITMENT TO CORE VALUES. The strategic goals set the direction and the action steps are the road map. By achieving these goals, South Dakota State University will impact the state, the region, the nation and the world. GOAL1 Promote academic excellence through quality programs, engaged learners and an innovative teaching and learning environment. Foster academic rigor and student success through a comprehensive approach to engaged learning, resulting in complexity of thought, in-depth mastery and lifelong curiosity. Ensure accessibility and inclusion by building a community that provides a welcoming, safe and supportive environment. Involve students with faculty to expand excellence in scholarship and creative works; prepare students to make intellectual contributions to the global community; and build a highly educated workforce to be tomorrow s leaders. GOAL2 Generate new knowledge, encourage innovations and promote artistic and creative works that contribute to the public good and result in social, cultural or economic development for South Dakota, the region, the nation and the world. Build upon the best science to strengthen research capabilities and capitalize on emerging and interdisciplinary opportunities. Provide the support infrastructure, facilities and services that expand the capacity for quality research, scholarship and creative activities. Expedite innovations and new technologies with commercial viability to realize their full potential. Transfer research, scholarship and expertise for the public good. Empower faculty, staff and students to collaborate through partnerships within and external to the University, including select partnerships with institutions from abroad. Cultivate aware, engaged and active citizens well prepared to work in local, state, national and global communities. Pursue public/private partnerships that advance innovation, create career opportunities and bolster economic development. Expand artistic and creative activities to enrich cultural life and lift the human spirit. Increase regional and national distinction of the University. 2

ATTACHMENT I 4 GOAL3 Extend the reach and depth of the University by developing strategic programs and collaborations.

Enhance offerings at the University Centers to increase opportunities to meet the changing needs of learners.

across the state, in the region, the nation and globally.

and community development. Promote the talents of students through the arts, intercollegiate athletics and other enrichment activities.

Recruit and retain talented, diverse and committed faculty and staff and invest in their professional development.

4 ATTACHMENT I 4 GOAL3 Extend the reach and depth of the University by developing strategic programs and collaborations. Ensure a responsive, future-oriented and sustainable SDSU Extension. Enhance offerings at the University Centers to increase opportunities to meet the changing needs of learners. Use emerging technologies and institutional collaboration to provide undergraduate, graduate, professional and continuing education focused on traditional and adult learners across the state, in the region, the nation and globally. Build strategic local, state, regional, national and global partnerships that mutually enhance the academic experience of learners and contribute to environmental vitality and community development. Promote the talents of students through the arts, intercollegiate athletics and other enrichment activities. GOAL4 Secure human and fiscal resources to ensure high performance through enhanced financial, management and governance systems. Recruit and retain talented, diverse and committed faculty and staff and invest in their professional development. Partner with the SDSU Foundation to raise private funds for endowed faculty positions, scholarships and fellowships; modernized facilities; and state-of-the-art equipment. Engage stakeholders to advocate, attract and sustain necessary public investments in higher education. Structure and size all University units to ensure effective, efficient operation and management. Institutionalize a culture of transparency, responsiveness and effective communication that aligns program and financial accountability. Utilize and develop campus assets as set out in the 2025 Design and Master Plan. LEAD WITH PURPOSE. CHAMPION THE PUBLIC GOOD. IMPACT

5 ATTACHMENT I 5 MONITORING PROGRESS AND ASSESSING RESULTS Each goal in IMPACT 2018 includes action steps to achieve the goal and performance indicators to monitor progress toward that end. Progress reports will be established and weighed against a variety of nationally standardized surveys, peer benchmarking, program-specific data sources and internal metrics and surveys. GOAL 1 Promote academic excellence through quality programs, engaged learners and an innovative teaching and learning environment. Accredited, certified or approved programs: current, 32; goal, 42 Deep Approaches to Learning (DAL) score: current, 55 (first year) / 61 (senior year); goal, 60 (first year) / 64 (senior year) Graduates per year (undergraduate, graduate and professional combined): current, 2,419; goal, 2,660 Retention rate: current, 75 percent; goal, 80 percent Enrollment: overall current, 12,583 (10,306 on campus); goal, 14,013 (11,405 on campus) Honors-eligible student enrollment: current, 1,546; goal, 1,700 Underrepresented student enrollment: current, 713; goal, 800 STEM graduates: current, 1,092; goal, 1,300 GOAL 2 Generate new knowledge, encourage innovations and promote artistic and creative works that contribute to the public good and result in social, cultural or economic development of South Dakota, the region, the nation and the world. Annual research spending: current, $68.7 million; goal, $115 million Annual research spending in private sector partnerships and collaborations: current, $4.8 million; goal, $10 million Interdisciplinary bioscience and engineering initiative: from conceptual planning to laboratory dedication Annual invention disclosures: current, 61; goal, 80 Annual royalty-bearing IP licenses and start-ups: current, 5 and 2; goal, 15 and 8 Start-up companies and collaborating businesses: current, 5 start-ups; goal, 15 start-ups and collaborating businesses GOAL 3 Extend the reach and depth of the university by developing strategic programs and collaborations. National, regional or disciplinary-related competitive grants and sponsored programs: current, 30; goal, 45 Regional and national award recognitions obtained: current, 0; goal, 2 People annually attending on-campus and off-campus sponsored events: current, 407,239; goal, 518,150 Degrees offered online and at University Centers: current, 22 online and 30 at University Centers; goal, 40 online and 40 at University Centers Carnegie Foundation Community Engagement Classification: currently, not designated; goal, designation Active agreements with universities, community colleges and technical institutes: current, 50; goal, 150 Measured success in intercollegiate athletic and other university-recognized competitions GOAL 4 Secure human and fiscal resources to ensure high performance through enhanced financial, management and governance systems. Endowed faculty positions: current, 3; goal, 16 Employee job satisfaction: current, 63 percent; goal, 75 percent Alumni satisfaction: current, 84 percent would attend SDSU again and 34 percent had an excellent experience; goal, 90 percent would attend SDSU again and 50 percent had an excellent experience Campus climate and environment: baseline will derive from Fall 2013 Campus Climate Survey; goals will be determined from initial survey data SDSU Foundation endowment: current, $83 million; goal, $135 million Annual state funding: current, $56.2 million; goal, $65.2 million Information technology course management system student satisfaction: current, 43 percent consider as important; goal, 75 percent consider as important Technology-related expenditures per student FTE: current, $317.34; goal, equal to or greater than the average of all institutions measured by CORE data Faculty and staff satisfaction on shared governance: current, 50 percent; goal, 70 percent Leadership development completed for deans, department heads and senior faculty: no current baseline; goal, 90 percent Lean management initiative: beginning implementation; goal, 80 percent implemented Decentralized budget implementation completed Advancement of the 2025 Design and Master Plan and associated capital projects 4 SDSTATE.EDU/IMPACT copies, $1.09 each, Office of the President. AD303 5/13

PERFORMANCE INDICATORS. JULY 1, 2013 GOAL 1: PROMOTE ACADEMIC EXCELLENCE THROUGH QUALITY PROGRAMS, ENGAGED LEARNERS AND AN INNOVATIVE TEACHING AND LEARNING ENVIRONMENT.

Deep Approaches to Learning (DAL) score Number of graduates per year 32 42 55 first year 61 senior year 2,419 total 1,983 undergrad 356 graduate 80 professional 60 first year 64 senior year 2,660

6 PERFORMANCE INDICATORS. JULY 1, 2013 GOAL 1: PROMOTE ACADEMIC EXCELLENCE THROUGH QUALITY PROGRAMS, ENGAGED LEARNERS AND AN INNOVATIVE TEACHING AND LEARNING ENVIRONMENT. PERFORMANCE INDICATORS BASELINE 2018 TARGET Number of accredited, certified or approved programs. Deep Approaches to Learning (DAL) score Number of graduates per year first year 61 senior year 2,419 total 1,983 undergrad 356 graduate 80 professional 60 first year 64 senior year 2,660 total 2,180 undergrad 392 graduate 88 professional Retention rate 75% 80% Enrollment Enrollment of honors-eligible students 10,306 Brookings campus 2,277 off-campus 12,583 overall 10,968 undergraduate 1,208 graduate 407 professional 11,405 Brookings campus 2,608 off-campus 14,013 overall 11,889 undergraduate 1,708 graduate 416 professional 1,546 1,700 RESPONSIBLE OFFICE (INDIVIDUAL) Office of Academic Affairs (Provost) Office of Academic Affairs (Provost) Office of Academic Affairs (Provost) Office of Student Affairs (Vice President) Office of Academic Affairs (Provost) Office of Student Affairs (Vice President) Office of Student Affairs (Vice President) Graduate School (Dean) Honors College (Dean) Office of Student Affairs (Director of Admissions) DEFINITION/SOURCE Accredited, certified or approved by national accrediting body or professional organization. Score at or above Carnegie class. Baseline is from 2012 NSSE results. All undergraduate and graduate students for a full year (fall, spring, summer). Target represents a 10% increase in graduate rate. Retention of first-time, full-time, on-campus freshmen. Overall enrollment includes undergraduate, professional, masters and doctoral students. All graduate students are included in the Brookings campus numbers. Undergraduates who entered with ACT of 27 or higher. Specials and transfers excluded. Senior count reflects fourth-, fifth- and sixth-year seniors. ATTACHMENT I 6

7 PERFORMANCE INDICATORS BASELINE 2018 TARGET Enrollment of underrepresented students Number of STEM graduates 1,092 1,300 RESPONSIBLE OFFICE (INDIVIDUAL) Office of Student Affairs (Vice President) Office of Diversity, Equity and Community (Chief Diversity Officer) Office of Academic Affairs (Provost) Graduate School (Dean) DEFINITION/SOURCE Must meet 3 or more of the following criteria: First-generation student Pell-eligible Less than 50% of financial need met ACT of 19 or lower Veteran Student with disability Total includes undergraduates, professional and graduate students. Baseline determined from Board of Regents performance funding using graduates from regular and premium fields (associate, bachelor and graduate) for FY11. ATTACHMENT I 7

8 GOAL 2: GENERATE NEW KNOWLEDGE, ENCOURAGE INNOVATIONS AND PROMOTE ARTISTIC AND CREATIVE WORKS THAT CONTRIBUTE TO THE PUBLIC GOOD AND RESULT IN SOCIAL, CULTURAL, OR ECONOMIC DEVELOPMENT FOR SOUTH DAKOTA, THE REGION, THE NATION AND THE WORLD. PERFORMANCE INDICATORS BASELINE 2018 TARGET Research spending $68.7 million annually $115 million annually Research spending in private sector partnerships and collaborations Interdisciplinary bioscience and engineering initiative $4.8 million annually $10 million annually Conceptual planning Laboratory dedication Invention disclosures 61 annually 80 annually Royalty-bearing IP licenses Start-ups Start-up companies and collaborating businesses 5 annually 2 annually 5 start-ups 15 annually 8 annually 15 start-ups and collaborating businesses RESPONSIBLE OFFICE (INDIVIDUAL) Office of the Vice President for Research (Vice President) Office of the Vice President for Research (Vice President) Office of the Vice President for Research (Vice President) Office of the Vice President for Research (Director of Technology Transfer) Office of the Vice President for Research (Director of Technology Transfer) Office of the Vice President for Research (Director of Technology Transfer) DEFINITION/SOURCE Measured by the amount of funding in active agreements, both nonprofits and industry. The baseline is $1.2 million for industry and $3.6 million for nonprofits. The $10 million will comprise 9% of total expenditures, up from 7.2% in Based on 1 invention disclosure per $2.4M in expenditures, plus 30 disclosures from plant breeders. Start-up companies and collaborating businesses in the Research Park at South Dakota State University, the Ag Tech Center or other locations. ATTACHMENT I 8

9 GOAL 3: EXTEND THE REACH AND DEPTH OF THE UNIVERSITY BY DEVELOPING STRATEGIC PROGRAMS AND COLLABORATIONS. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) DEFINITION/SOURCE National, regional or disciplinary-related competitive grants and sponsored programs Regional and national award recognitions obtained SDSU Extension (Director and Associate Director) Intercollegiate Athletics (Director) SDSU Extension (Director) People annually attending oncampus and off-campus sponsored events. 407, ,150 College of Arts & Science (Dean) SDSU Foundation (President) SDSU Alumni Association (President) Baseline includes 202,076 on campus and 205,163 off campus target includes 248,650 on campus and 269,500 off campus. Office of Academic Affairs (Provost) Degrees offered online and at University Centers 22 online 30 at University Centers 40 online 40 at University Centers Office of Continuing and Distance Education (Director) Baseline includes 6 degrees at Capital University Center, 7 at University Center Rapid City and 17 at University Center Sioux Falls Target includes 8 degrees at the Capital University Center, 12 at University Center Rapid City and 20 at University Center Sioux Falls. Carnegie Foundation Community Engagement Classification Active agreements with universities, community colleges and technical institutes Success in intercollegiate athletic and other universityrecognized competitions Not designated Designated TBD TBD Office of Academic Affairs (Provost) Office of Academic Affairs (Provost) Office of Student Affairs (Director of Admissions & Director of Enrollment Services Numerous university offices and departments Baseline includes 44 with technical institutes, 5 additional in-state and 1 additional out-of-state target includes 45 with technical institutes, 5 additional in-state and 100 out-of-state. Collect qualitative data annually on several major award winners to feature in annual report and other publications. ATTACHMENT I 9

10 GOAL 4: SECURE HUMAN AND FISCAL RESOURCES TO ENSURE HIGH PERFORMANCE THROUGH ENHANCED FINANCIAL, MANAGEMENT AND GOVERNANCE SYSTEMS. PERFORMANCE INDICATORS BASELINE 2018 TARGET Endowed faculty positions 3 16 Employee job satisfaction 63% 75% Alumni satisfaction Campus climate and environment 84% would attend SDSU again 34% had an excellent experience Fall 2013 Campus Climate Survey 90% would attend SDSU again 50% had an excellent experience TBD from initial survey data University endowment $83 million $135 million Annual state funding $56.2 million $65.2 million Information Technology course management system student satisfaction Technology-related expenditures per student FTE Faculty and staff satisfaction on shared governance 43% consider as important $ % consider as important Equal to or more than the average of all institutions measured by CORE data 50% 70% RESPONSIBLE OFFICE (INDIVIDUAL) Office of Academic Affairs (College Deans) Office of the President (Director for Planning, Decision Support and Assessment) SDSU Alumni Association (President) Office of the President (Director for Planning, Decision Support and Assessment) Office of Diversity, Equity and Community (Chief Diversity Officer) SDSU Foundation (President) Office of the President (University President) Office of Business and Finance (Vice President) Office of Information Technology (Vice President) Office of Information Technology (Vice President) Office of Academic Affairs (Provost) DEFINITION/SOURCE Target matches the number of Ph.D. and doctoral programs in July Endowed positions are not limited to research or professional practice programs. Job satisfaction based on percentage from the support scale of Great Colleges survey. Data obtained from alumni survey. Baseline includes FY13 budget of $38.7 million to the University, $7.6 million to Extension and $9.9 million to AES. Data obtained from South Dakota Board of Regents student survey on mobile computing. Data obtained from technology expenditures measured in CORE study. Baseline determined by respondents to Great Colleges survey who agreed or strongly agreed on shared governance. ATTACHMENT I 10

11 PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) DEFINITION/SOURCE Leadership development completed for deans, department heads and senior faculty N/A 90% Office of Academic Affairs (Provost) Lean management initiative 0% 80% Office of the President (University President) Decentralized budget implementation Incremental budget structure Completion Office of Budget and Finance (Vice President) 2025 Design and Master Plan and associated capital projects upload/designmasterplan.pdf Section 2 Today s Environment Section 3 Recommendations Office of the President (University President) SDSU Foundation (President) Office of Budget and Finance (Assistant VP for Facilities and Services) Capital projects to include: Architecture, Mathematics and Engineering building (HEFF) Bioscience and Engineering Research Laboratory Briggs Library renovation Classroom modernization Cow-Calf Research and Education Facility (HEFF) Enrollment Service Center Football stadium Frost Arena renovation Harding Hall renovation Harvey Dunn Gallery addition at the South Dakota Art Museum Heating and cooling upgrades (HEFF) Sanford Jackrabbit Athletic Complex Intramural building ("The Barn") renovation Jackrabbit Green Performing Arts Center addition (HEFF) Residential Life and Dining Services Master Plan South Dakota Agricultural Heritage Museum renovation Swine Education and Research Facility University Student Union addition Visual Arts facility (HEFF) Water, wastewater and storm water upgrades (HEFF) Wellness Center addition ATTACHMENT I 11 Revised on 7/18/2013

12 ATTACHMENT II 12

13 ATTACHMENT II 13

14 ATTACHMENT II 14

15 ATTACHMENT II 15

16 ATTACHMENT II 16

17 ATTACHMENT II 17

18 ATTACHMENT II 18

19 ATTACHMENT II 19

20 ATTACHMENT II 20

21 ATTACHMENT II 21

22 ATTACHMENT II 22

23 ATTACHMENT II 23

24 ATTACHMENT II 24

25 ATTACHMENT II 25

26 ATTACHMENT II 26

Mary Washington 2020: Excellence. Impact. Distinction.

1 Mary Washington 2020: Excellence. Impact. Distinction. Excellence in the liberal arts has long been the bedrock of the University s educational philosophy. UMW boldly asserts its belief that the best