STRATEGIC PLAN

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1 STRATEGIC PLAN Austin Peay State University College of Science & Mathematics (CoSM) Key Priority: Access Improving opportunities for more Tennesseans to earn post- secondary credentials is a primary area of focus for the TN Board of Regents System. Serving the needs of individual Tennesseans who wish to develop their professional skills and enrich their lives is also significant. Vital to those efforts will be addressing barrier issues such as affordability, preparedness and technology, as well as issues related to increasing participating levels of traditionally underserved populations. Anticipating high demand for post- secondary education, the TBR and its institutions will address capacity issues by promoting internal and external partnerships, using technology effectively, and optimizing the unique characterizes of its three types of institutions (universities, community colleges, and technology centers). ACCESS GOALS (TBR) 1. The TBR System and its institutions will use technology to increase participation in post- secondary education and workforce development. 2. In order to increase access at all levels, the TBR system and its institutions will develop a methodology to utilize access and diversity resources to implement best practices for increasing participation levels of traditionally underserved populations. MEASURES (TBR) 1. Unduplicated headcount by term of distance education enrollment. 2. Development of institutional plans that incorporate a system- wide methodology to promote participation of underserved populations. The student population at Austin Peay is far from the traditional picture of year- old first time, full time freshmen. Indeed APSU has one of the highest proportions of students in non- traditional, adult and part- time categories among the universities in the TBR system. To meet the needs of our students we have long taken seriously the issues of access and course availability in a variety of formats. Consequently APSU has developed a substantial online presence. While we see this presence maturing and growing with the institution, we feel that the present scale of our online program is in keeping with the university s mission. We will however explore the increased use of technologies in hybrid and redesigned course delivery methods. Austin Peay has had a long presence at Fort Campbell. Recently we were able to enhance our facilities on base with the addition of our own building. In keeping with our commitment to taking educational opportunities to the surrounding region and promoting participation of underserved populations, we have recently begun offering programs in Dickson (in partnership with Nashville State CC) and will shortly start programs at the new education Center in Springfield (in partnership with Volunteer State CC). These two new sites together with Fort Campbell and future partnerships will play integral parts in our institutional plans to serve the region over the next 5 years.

2 Instuitional Strategic Goals (APSU) As Austin Peay University grows over the next 5 years the unduplicated headcount and student credit hour production in online and distance education course will grow in proportion with the overall university unduplicated headcount and student credit hours. As Austin Peay State University grows over the next 5 years the enrollment at sites other than main campus will increase by 4% annually. APSU will develop an institutional plan that incorporates a system- wide methodology to promote participation of underserved populations. The CoSM has a tradition of reaching out to members of the community to encourage them to pursue a career in science and/or mathematics. Middle and high school students are targeted through regional mathematics competitions, science fairs, summer science and mathematics academies, and through faculty and student visits to regional schools. Recently Career Night was added to educate the public on career paths available to those who earn degrees in science or mathematics. The CoSM is developing a systematic way to recruit and retain community college students and active duty military personnel, veterans and their dependents. The CoSM is building upon the relationship APSU has with Nashville State CC, Volunteer State CC and Columbia State CC. The CoSM is also working to strengthen its relationship with APSU s Fort Campbell Center. To this end the CoSM submitted a NSF STEM and a NSF STEP proposal in the Fall of 2011 to focus on the recruitment and retention of these groups. The CoSM offers appropriate core courses online to allow APSU students to complete a degree fully online. The Department of Computer Science offers several of its programs fully online. The Department of Allied Health Science is in the first year of offering a fully online M.L.T. to M.T. degree. The CoSM is in the process of developing a Professional Science Masters program. The first two concentrations will be fully online. As Austin Peay University grows over the next 5 years, the CoSM unduplicated headcount and student credit hour production in online and distance education course will grow in proportion with the overall university unduplicated headcount and student credit hours. As Austin Peay State University grows over the next 5 years the enrollment of transfer students in the CoSM, specifically those that have earned an A.S. or A.A.S., will increase by 4% annually. The CoSM will develop a plan, and implement that plan, to recruit and retain active duty military personnel, veterans and their dependents. Key Priority: Student Success Increasing the number of citizens with diplomas, certificates, and degrees is a critical area of focus for the TBR System. Fostering greater success of students to persist and complete credentials and degrees enhances the viability of academic programs, the growth of existing businesses and the ability to attract new high paying industries to the state. Measures of student success can be improved by continuing to work with TN high schools through P- 16 agreements and dual credit and dual enrollment programs; increasing student success in the areas of developmental studies, e- learning, and the Teaching Quality Initiative; fostering student engagement and persistence through effective support services, co-

3 curricular activities, and faculty- guided research and mentoring; and optimizing new technologies to enhance teaching, research, service and learning. Student Success Goals (TBR) The TBR system and its institutions will enhance student persistence to the completion of the post- secondary credential or degree. The TBR system and its institutions will increase the number of students who complete a post- secondary credential, including diplomas, certificates, undergraduate and graduate degrees. Measures (TBR) 1. Progression rate- number of full and part time students who complete or enroll in a subsequent term 2. Number of students completing post- secondary credentials annually In 2000 APSU adopted a QEP that would focus on student success and persistence. Since then, through a variety of initiatives the institution has made significant progress in its retention rate. Over the next 5 years, while continuing to work with freshmen, the institution will also focus on moving students effectively through their degree programs to graduation. Institutional Strategic goals (APSU) The proportion of freshmen who pass the 24 hour benchmark each year will increase from the present 3 year average of 54% to 59% The 3 year average proportion of sophomores who pass the 48 hours benchmark each year will remain above 81% The 3 year average proportion of juniors who pass the 72 hour benchmark each year will remain above 80% The number of associates/bachelors degrees conferred annually will grow from the present 3 year average of 1304 to 2000 by The number of masters/eds degrees conferred annually will grow from the present 3 year average of 250 to 300 by The proportion of freshmen who pass the 24 hour benchmark each year will increase by 4% from the present 3 year average by The 3 year average proportion of sophomores who pass the 48 hours benchmark each year will remain above the current 3 year average. The 3 year average proportion of juniors who pass the 72 hour benchmark each year will remain above the current 3 year average. The number of associates/bachelors degrees conferred annually will grow by 50% from the present 3 year average by Key Priority: Quality Improving access and completion rates in higher education can improve the lives of Tennesseans only to the degree that students acquire and retain knowledge, skills and abilities they need to become productive employees and responsible citizens. Systems institutions will address pressing local and

4 global needs by engaging in research, creative work and public service that advance knowledge and creative new opportunities. To achieve excellence in all areas of our collective mission, we must provide high quality academic programs, faculty, services and facilities. Quality Goals (TBR) 1. The TRB System and its institutions will monitor and improve the effectiveness of their educational programs. 2. The TBR System and its institutions will monitor and improve the quality of their missions- specific research and creative activities and public service. Measure s (TBR) Licensure and certification pass rates and student performance on national subject exams Annual reports on measures of the TBR General Education outcomes Number of third- party grants, contracts, agreements and partnerships to advance research, creative activity and/or public service The growth that APSU has experienced as both the fastest growing undergraduate and graduate institution in the state provides a strategic opportunity for the university to enhance its programmatic offerings. While using national comparators to ensure the continuing quality of present programs, Austin Peay will also seek opportunities to add new programs both at the undergraduate and graduate level in which the university can make a national contribution. Austin Peay is adopting a new emphasis on faculty research and creative activity. We believe that these activities enhance the academic life of the institution and strengthen the educational experience for our students. Institutional Strategic Goals (APSU) APSU s mean score on national subject exams will increase from the 3 year average of 96.7% of the National mean to 101% of the National Mean. In Educational and Nursing licensure APSU will maintain a 3 year average pass rate of 98%. The number of third- party grants will increase from the 3 year average of 45 to 75 by CoSM s mean score on national subject exams will increase from the 3 year average of 96.7% of the National mean to 101% of the National Mean. The CoSM will add a Professional Science Masters with concentrations in Data Management and Analysis, and Predictive Analytics by A concentration in Natural Resources will be added before The CoSM will increase the number of third- party grants from 19 in to a 3 year average of 25 by Key Priority: Resourcefulness & Efficiency The major sources of revenue for TBR institutions are state appropriations and student tuition and fees. With the financial pressures facing Tennessee, increases in state funding over the next five years are unlikely. On the other hand, increases in student tuition and fees are possible; however, if increases in tuition and fees are not accompanied by increases in alternate revenue enhancements coupled with

5 effective deployment of resources, the ability of TBR institutions to sustain quality and access for all students may be limited. As a result, achieving our vision will require additional financial resources that can be provided through: An increase in administrative, instructional and operational efficiencies; An emphasis on private fund- raising to support achievement of institutional missions; Development of financial support from external sources, such as federal, state, and local governments, foundations, and corporations. A major point of focus must be to identify financial resources that can be used for need- based aid for students who cannot afford the rising cost but are not eligible for achievement based financial aid. Decisions leading to increasing tuition must include addressing the basic financial needs of these students. Resourcefulness and Efficiency Goals (TBR) 1. The TBR system and its institutions will address fiscal constraints through multiple approaches such as the prudent management of resources, development of other sources of support, and the pursuit of entrepreneurial initiatives. 2. The TBR System and its institutions will achieve greater efficiency through such means as developing and adopting best practices, pursuing collaboration among institutions to achieve savings through elimination of unnecessary duplication and removing obstacles to competitiveness. Measures (TBR) 1. Total amount of funds raised through sources other than state appropriations and students tuition and fees. 2. Development of institutional plans that promote efficiencies. Institutional Strategic Goals (APSU) The total funds raised form external sources will increase from the 3 year average of $4.5 M to $8M by APSU will develop an institutional plan to promote efficiencies. The CoSM will increase the 3 year average of funding it brings into the university through third- party grants by 10% each year through The CoSM will continue to find ways to collaborate with our neighbor TBR institutions on research and academic programs. The University has seen positive outcomes as a result of redesign initiatives in English and Mathematics which have replaced traditional developmental studies courses with enhanced college- level courses. A number of departments in the CoSM have implemented successful course redesigns, in several cases sponsored by the University RASI program. The COSM will continue to build on the success of these programs by encouraging course redesign for improved student success and instructional efficiency.

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