Strategic Plan

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1 Strategic Plan

2 Strategic Plan Mission Statement Kutztown University s mission is to provide a high quality education at the undergraduate and graduate level in order to prepare students to meet lifelong intellectual, ethical, social, and career challenges. Vision Statement Kutztown University aspires to be a regional center of excellence providing opportunities for advanced academic, cultural, and public service experiences, within a caring community, designed to promote success in global society.

3 President s Message Dear Campus Community, I am pleased to share with you the recently updated Strategic Plan In this update, we have continued to focus on improving the University s enrollment management while maintaining our focus on maximizing the results of PASSHE s Performance Funding program. In this year s update, we have incorporated the actions that have been identified through the recently developed Strategic Enrollment Plan as key strategies to achieve our enrollment and retention goals. President F. Javier Cevallos The University continues to investigate strategies to reverse the decline in student enrollment and retention rates that we have experienced over the past three years. We expect the newly defined actions will transform this institution over time, resulting in a more student-centered approach in delivering University services. This cultural transformation is necessary for the University to foster an environment conducive to student success; higher academic quality; and competitiveness in our marketplace. Some of the actions that were included in last year s plan have been completed, and therefore removed from the current plan. You can find those completed actions at the end of this document. I praise the campus community for your efforts in attaining these actions, and for implementing a new culture of enrollment management among your units. The successful completion of the objectives in this plan still requires the coordinated, conscientious efforts of each and every one of us: faculty; staff; and administrators. While the task ahead is significant, I have confidence in the abilities of our University community and am excited to work together with all of you as we adjust to become an institution that embraces student advocacy as the core of our daily efforts. F. Javier Cevallos President Strategic Plan

4 Objective 1.1 Increase overall degrees conferred by 3.5%. In , the University awarded 2,113 degrees. Due to declining enrollments over the last two years, which translate into smaller graduation classes, it will be challenging to meet the future year targets as defined in this objective. The Department of Academic Enrichment, with support from the Office of Assessment, will complete analyses of the impact of previous and current academic support services on degree completion, and then use the results to propose improvements in support services. Implement university-wide early warning and intervention systems that support student success. All academic colleges will institute early warning and intervention systems. Goal 1 Academic Excellence Kutztown University will promote, enhance, and recognize excellence in teaching, learning, creativity, scholarship, and research was a remarkable year for KU in terms of degrees conferred, as we graduated the largest class over the last five years. Overall degrees conferred showed a positive result, despite declining slightly during and missing the target by 8 degrees. Count of degrees conferred 2,500 2,250 2,000 1,750 1,500 1,250 1, Degrees Awarded 1,873 Target ,046 2,078 2,030 2, , ,121 2,206 2,305 2,420 4 Strategic Plan

5 Objective 1.2 Improve Baccalaureate Degrees awarded per FTE Undergraduate Enrollment to 25.27% The actions that the University will undertake to improve the degree completion rate will take several years to yield results. In addition, degree completion rates of 25% or higher would indicate an average time to degree of four years. This is much higher than the University and National averages. The Department of Academic Enrichment, with support from the Office of Assessment, will complete analyses of the impact of previous and current academic support services on degree completion, and then use the results to propose improvements in support services. Goal 1 Academic Excellence Implement university-wide early warning and intervention systems that support student success. In , although the University graduated a larger percentage of undergraduates than the prior five years it was not sufficient to meet this year s target, falling short by 2%. This is a challenging objective, and the University will continue to strive to meet the targets through the duration of the plan. degrees conferred per FTE Enrollment 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% Actual 19.73% Target % 20.69% 20.51% % 21.17% 22.27% 24.27% 25.27% 26.27% 27.27% Strategic Plan

6 Objective 1.3 Decrease the Achievement Gap for Pell Recipients by 10% The University has prioritized the improvement of its retention practices and will implement measures to enhance retention for all students. These measures will take time to identify, implement, and positively impact retention. Since strategies to retain students are being evaluated, and implemented, it is unlikely that substantial program improvements will have an impact on improving retention or degree completion in the year. Implement university-wide early warning and intervention systems that support student success. The University was successful in closing the freshmen achievement gap for Pell recipients, as we surpassed the goal of 18.43% for the Fall 2006 cohort class with an actual gap of 16.24%. This equates to 5 degrees awarded above the target of 93 additional degrees awarded to Fall 2006 Pell recipient students. Success Gaps for Pell Recipients 50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0% Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 Gap Actual 17.75% 32.09% 18.91% 8.87% Gap Target 18.43% 17.48% 15.87% 13.11% 6 Strategic Plan

7 Objective 1.4 Decrease the Achievement Gap for Underrepresented Minority Students by 10% The University has prioritized the improvement of its retention practices and will implement measures to improve retention for all students. These measures will take time to identify, implement, and positively impact retention. Since the improvement of retention is in the beginning stage, it is unlikely that substantial program improvements will be implemented to have any impact on improving retention or degree completion in the current year. Implement university-wide early warning and intervention systems that support student success. The University was successful in closing the freshmen achievement gap for underrepresented minority students, as we surpassed the goal of 18.43% for the Fall 2006 cohort class with an actual gap of 8.87%.This equates to 39 degrees awarded above the target of 128 additional degrees awarded to Fall 2006 underrepresented minority students. Goal 1 Academic Excellence Success Gap for Underrepresented minority students 50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0% Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009 Gap Actual 31.87% 32.50% 42.69% 16.24% Gap Target 18.43% 17.48% 15.87% 13.11% Strategic Plan

8 Degrees Awarded in Stem Majors Objective 1.5 Increase Number of STEM Degrees Conferred by 10% The University has recently implemented programs to recruit and retain students in STEM disciplines. These programs will take several years to impact graduation numbers and as such will not impact degree completion in the current year Actions Assess the impact of the STEM related scholarship programs (KU Promise, NSF S-STEM grants) on recruiting and retaining students in the STEM disciplines Expand the scholarship programs devoted to recruiting and retaining students in the STEM disciplines. Provide support for a measurable increase related to student participation in undergraduate research. 0 Actual Target The University surpassed the target by eight students, a 15% increase over the prior year, and will continue efforts to increase degree completion in STEM majors. 8 Strategic Plan

9 Objective 1.6 Increase Continuation Rate to 68% Improving the continuation rate is a high priority objective for the University. Improvements are expected to be attained over several years. Implement university-wide early warning and intervention systems that support student success. Implement changes to the housing freshmen retention programs to improve the retention of on-campus resident freshmen students to 73%. The University experienced a decline in the continuation rate for Fall 2012 compared to previous years due to a variety of factors. Because of this decline, the University established this objective to improve student success. Although the continuation rate improved at the end of the academic year, the target of 68% was not achieved. The University has implemented recent improvements to its retention programs and will establish new continuation rate targets after future enrollment targets have been reviewed by the Vice President of Enrollment Management. Goal 1 Academic Excellence Continuation Rate % 90.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0% Fall 2006 Fall 2007 Actual 68% Target Fall 2007 Fall 2008 Fall 2008 Fall 2009 Fall 2009 Fall % 67% 67% Fall 2010 Fall 2011 Fall 2011 Fall 2012 Fall 2012 Fall % 63% 65% 68% Strategic Plan

10 Objective 1.7 Achieve the Mean Score in all Five Areas of Engagement of the NSSE U.S. Descriptive Statistics Measures of academic quality are difficult to identify and collect. The NSSE survey provides information that is useful in identifying ways to improve a student s academic experience Actions The learning goals of General Education Goal 3 (to inculcate a sense of personal and social responsibility that is anchored through active involvement with diverse communities and real world challenges) will be assessed and findings used to enhance students educational experiences. Design and implement co-curricular student engage ment programs to achieve increased levels of student engagement. Adopt a community-wide mentoring program. Create a student success center that provides tutoring, academic advising, supplemental instructions, math and writing labs for targeted student segments. The University achieved the scores in the chart below for the NSSE when it was administered in The results associated with the most recent administration of the test will be available in the Fall 2013 semester. NSSE Benchmark Statistics Strategic Plan Survey 2012 Master s Mean 0 Academic Challenge Active/ Collaborative Learning Student/ Faculty Interaction Enriching Educational Experiences 20 Supportive Campus Environment

11 Goal 1 Academic Excellence Strategic Plan

12 Objective 2.1 Closing the Access Gaps for Pell Recipients by 20% The University s recruitment efforts have been successful in the past in improving the enrollment of a representative number of Pell grant recipients. It is anticipated that this success will continue and the University will meet this objective throughout the period of the Strategic Plan. The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success. Goal 2 Community Engagement Kutztown University will partner with the community to serve the needs of the people of the Commonwealth and the region. The University was successful in closing the freshmen access gap for Pell grant recipients, as we surpassed the goal of 10.05% for the Fall 2011 cohort class with an actual gap of 8.73%. This equates to 32 Pell recipient enrollments above the target of 660 additional Pell recipient freshmen. Note that this is an inverse measure and a smaller gap represents a positive result. Access Gap for Pell Grant Recipients 20.00% 18.00% 16.00% 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 12 Strategic Plan % Actual 11.20% 5.00% 8.73% Target 10.05% 8.93% 7.82% 6.70%

13 Objective 2.2 Closing the Access Gaps for Underrepresented Minority Students by 20% The University s recruitment efforts have been successful in the past in improving the enrollment of a representative number of underrepresented minority students. It is anticipated that this success will continue and the University will meet this objective throughout the period of the Strategic Plan. The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success. The University was successful in closing the freshmen access gap for underrepresented minority students, as we surpassed the goal of 5.81% for the Fall 2011 cohort class with an actual gap of 3.06%. This equates to 55 underrepresented enrollments above the target of 327 additional underrepresented freshmen. Note this is an inverse measure and a smaller gap represents a positive result. Goal 2 community engagement Access Gap for Underrepresented Minority Students 20.00% 18.00% 16.00% 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% Actual % % % 5.81% Target 5.16% 4.52% 3.87% Strategic Plan

14 Objective 2.3 Closing the Access Gaps for Transfer Students who are Pell Recipients by 20% Although the University has not focused on recruiting transfer students who are Pell recipients, it will improve its recruitment and enrollment processes as a way to support the achievement of this objective. Academic and Student Affairs will work with community college transfer coordinators to better align curricula. The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success. The University was successful in closing the transfer access gap for Pell grant recipients as the target of enrolling 350 transfer Pell recipients was surpassed by 15 students, to show a total enrollment of 365. Note that this is an inverse measure and a smaller gap represents a positive result. Access Gap for Transfer Students who are pell Recipients 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% -1.00% -2.00% -3.00% % Actual 0.64% -1.74% Target 4.88% 4.33% 3.79% 3.25% 14 Strategic Plan

15 Objective 2.4 Closing the Access Gap for Transfer Students who are Underrepresented Minority by 20% Traditionally, the University has not focused on recruiting transfer students who are underrepresented minorities, although we have experienced an increase in the transfer student population over the past several years. The University will focus on improving its recruitment and enrollment processes as a way to support the achievement of this objective. The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success. The University was successful in closing the transfer access gap for underrepresented minority students, as we surpassed the goal of 5.02% for the Fall 2011 cohort class with an actual gap of 3.97%. This equates to nine enrollments above the target of 147 additional underrepresented transfer enrollments. Note that this is an inverse measure and a smaller gap represents a positive result. Goal 2 community engagement Transfer Access Gap for Underrepresented Minority Students 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% % % % 5.02% Actual Target 4.46% 3.91% 3.35% Strategic Plan

16 Objective 3.1 Increase Percentage of Students who are federal Pell Grant recipients to 28.48% The University s recruitment efforts have been successful in the past in improving the enrollment of a representative number of Pell grant recipients. The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success. The University significantly exceeded the target for freshmen Pell recipient enrollments. Goal 3 Caring Campus Community Kutztown University will value and respect all campus constituents, celebrate diversity, and embrace shared governance. Percent of Freshmen Pell Recipients 38.00% 36.00% 34.00% 32.00% 30.00% 28.00% 26.00% 24.00% 22.00% 20.00% 18.00% 16.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% Actual 15.82% % % 23.48% Target 26.48% 28.48% 30.48% 16 Strategic Plan

17 Goal 3 Caring Campus community Percent of Total Enrollment Underrepresented Minority Objective 3.2 Increase Percentage of Students who are non-majority to 19.23% The University s recruitment efforts have been successful in the past in improving the enrollment of a representative number of underrepresented minority students. The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success % 20.00% 15.00% 10.00% 5.00% 0.00% Actual 12.04% % % 15.23% Target 17.23% 19.23% 21.23% Investigate the possibility of increasing online courses and programs offered. The University exceeded the target for freshmen underrepresented minorities by 3.71%. Strategic Plan

18 Objective 3.3 Increase percentage of tenure/tenure track faculty who are non-majority to 17.95% New faculty hires are recommended by academic department personnel. The administration provides suggested recruitment sites to reach a diverse readership and attain a diverse pool of applicants. Additionally, the administration monitors the searches to ensure equitable and fair processes are followed. The recruitment process will be evaluated and changes implemented as appropriate to support the recruitment of non-majority faculty members. Retention for non-majority faculty will be assessed and the results used to develop/improve retention programs for non-majority faculty. As of Fall 2012, the University surpassed the target by 1% as it continued its commitment to recruit and retain a diverse faculty. Percent of Underrepresented Minority Faculty 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Actual 14.35% 15.38% 16.93% Target 15.95% 17.95% 19.95% 20.78% 18 Strategic Plan

19 Objective 3.4 Increase percentage of tenure/tenure track faculty who are female to 48.49% New faculty hires are recommended by academic department personnel. The administration provides suggested recruitment sites to reach a diverse readership and attain a pool of applicants that includes females. Additionally, the administration monitors the searches to ensure equitable and fair processes are followed. The recruitment process will be evaluated and changes implemented as appropriate to support the recruitment of non-majority faculty members. Retention of female faculty will be assessed and the results used to develop/improve retention programs for female faculty members. Goal 3 Caring Campus community Projections The University fell short by 1% of the Fall 2012 target. The University continues its commitment to recruit and retain an equitable faculty. Percent of full-time Female Faculty 50.00% 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0% Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Actual 45.93% 45.64% 45.31% Target 46.49% 48.49% 49.49% 50.00% Strategic Plan

20 Goal 4 Stewardship of the University s Infrastructure Kutztown University will maintain and enhance physical, financial, and human resources necessary to fulfill its mission. Objective 4.1 Fundraise $2,535,000 in private sponsorship through collaboration with the KU Foundation The University did not meet the targeted amount for private support in The departure of the KU Foundation Executive Director during the year negatively impacted the achievement of fundraising goals. The University will work with the KU Foundation to identify a new Executive Director to support the achievement of fundraising goals in Assist the KU Foundation with a national search for a new executive director. The KU Foundation raised a total of $1,999,676 in , $535,324 short of the goal. Although this shortfall may be reflective of the lagging national economic environment, the University will continue to work with the KU Foundation to help support the achievement of future fundraising goals. Private Support Total Dollars Raised $4,500, $4,000, $3,500, $3,000, $2,500, $2,000, $1,500, $1,000, $500, Strategic Plan $ $4,167, $2,440, $3,034, Actual $2,000,861 Target $2,535,000 $2,860,000 $3,260,000

21 Objective 4.2 Increase the Sightlines Facilities Investment Score to 64.20% The Facilities department at the University operates at a very high level compared to its PASSHE and national peers. Although this performance contributes significantly to the achievement of this objective, the University must continue to provide adequate funds for the renewal and replacement of the physical plant. The University will identify and invest an appropriate level of funding in support of renewal and renovations projects to adequately maintain its facility infrastructure in support of student success. The Facilities department will perform a comprehensive review of its custodial operations to further improve the effectiveness of this unit. This goal was achieved as the University invested over $10 million in renewal and replacement projects in The Facilities organization outperformed its peers in the PASSHE by a significant margin, maintaining its position as a leader in operating effectiveness. Goal 4 stewardship of the university s infrastructure Sightlines Annual Facilities Investment Score Actual Target Strategic Plan

22 Objective 4.3 Continue to improve programs and services by performing annual assessments of key units and using the results in institutional planning, institutional renewal, and resource allocation. A culture of assessment has been growing at the University for the past several years. Assessment of all units is a priority of the institution and will support the continued improvement of University operations. The Implementation Team for Institutional Effectiveness will monitor the objectives and actions in the Strategic Plan and recommend interventions to Cabinet as needed to support successful outcomes. The Implementation Team for Institutional Effectiveness, with support from Cabinet, will ensure 100% participation rate by academic and non-academic units in the annual assessment cycle. The Cabinet will ensure that annual assessment data are used for planning, institutional renewal, and resource allocation. All key academic and non-academic units have participated in the annual assessment cycle with an estimated 85 to 90% of the units systematically assessing one or two outcomes each year. A majority of units are tracking their assessments with TracDat, our assessment management system. Assessment results have been used by the University to improve operations and programs as well as to influence resource allocation decisions and provide for institutional renewal. Promotion of larger grouping of units to more systematically and effectively engage in the assessment cycle is underway. All colleges have mission statements, and perhaps most significantly, the University created a Strategic Enrollment Plan in Spring 2013 that identifies goals, objectives, actions, and needed resources. 22 Strategic Plan

23 STRATEGIC PLAN COMPLETED ACTIONS OUTCOMES MET Objectives 1.1 and 1.2 Implemented online degree audits for students and faculty advisors for current, correct, and easily-accessible degree requirement information, including complete incorporation of new General Education requirements (e.g., thematic notations.) Objective 1.4 Engaged an external review of University support services on continuation and degree completion and use the results to improve current processes. Objective 1.5 Increased number of students recruited into STEM disciplines. Objective 1.8 Completed inventory of high impact practices by department and college. Completed assessment of learning goals of General Education Goal 2. Objective 2.3 Signed Transfer and Articulation Agreement with Reading Area Community College. Approved statewide program-to-program (P2P) articulation agreements with community colleges effective Fall 2012; i.e., Biology, Business, Chemistry, Computer Science, English, Environmental Geoscience, Geology, Mathematics and Statistics, Physics, PK-4 Education, and Psychology. Approved statewide program-to-program (P2P) articulation agreements with community colleges effective Fall 2013; i.e., Art, Communications, Criminal Justice, Environmental Science, Geography, History, Spanish, Social Work, and Sociology. Objective 4.2 Dedicated a minimum of $8 million to operating and capital facility investment projects for the 2012 fiscal year while maintaining performance in the operating effectiveness and stewardship categories of the return on physical assets indicator. Objective 4.3 Received AACSB approval to proceed into the self-study process (College of Business). Completed the NCATE review and reaccreditation site visit (College of Education). Submitted the Periodic Review Report to Middle States Commission on Higher Education on June 1, Submitted to Middle States Commission on Higher Education on June 1, 2013 the Verification of Compliance with Accreditation-Relevant Federal Regulations document. Strategic Plan

24 Kutztown University CORE VALUES As a community of students, faculty and staff, Kutztown University of the Pennsylvania State System of Higher Education, is committed to these four core values which shall be the foundation for all Strategic Goals: 1 We believe that the students and their development must be the primary focus of our work. Enhanced knowledge of the human condition The University must provide students, faculty and staff, opportunities to increase their appreciation and knowledge of the human condition, respect for individual and cultural differences, social justice, academic integrity, and the democratic process. Equal Access Institution We will promote and embrace the diverse needs of society by ensuring equal access to programs, services and intellectual offerings without the regard to race, gender, creed, age, national origin, sexual orientation or physical disability. 24 Strategic Plan Collaborative and Integrative Learning and Teaching Using new, innovative and collaborative pedagogical approaches, we believe the University must promote student learning, both in and out of the classroom, and provide students with opportunities to develop and practice critical thinking and decision-making skills. A Dynamic, Technologically-Advanced Enviroment We believe the University must be a dynamic academic environment devoted to programs, services and academic offerings which emphasize investigation and information management through technologically-advanced skills of locating, evaluating, organizing, using and presenting information. 2 We believe that we must maintain a sense of community. A Just and Caring Community The University is a just and caring community where dignity and respect for all individuals without regard for race, gender, religion, age, national origin, disability, or sexual orientation are affirmed and supported, and where equality of opportunity is vigorously pursued.

25 The Principles of Civility As a community, we appreciate, respect and embrace the principles of honesty, integrity and civility, and demonstrate such values in all of our actions. Character Development and Values Education We are committed to immerse students in the process of values education and character development must be central to our work and is embodied in the social and intellectual dimensions of campus life. 3 We believe that we must influence the quality of our community. Shared Governance We believe that the University should respect, promote and practice shared governance among faculty, staff and students in all aspects of the decision-making process. Free Exchange of Ideas and Beliefs Provide a quality of campus life which will encourage the growth of self-esteem, respect for the beliefs of others and the open exchange of ideas. Community Collaboration and Service As a member of the Pennsylvania State System of Higher Education, we believe that our University must actively engage in serving the community, whether local, regional, state, national, or global, in creative and collaborative ways to meet emerging social needs. 4 We believe that we must have the opportunity to strive for excellence. A Community of Inquiring Scholars Our University must be a community of scholars engaged in diverse learning styles and academic inquiry, both in and out of the classroom, and we must foster an environment in which such inquiry is understood, appreciated and modeled. Academic and Co-Curricular Excellence In its commitment to academic and co-curricular excellence, the University must provide a world quality education, in a dynamic environment of positive interaction and continuous improvement that maximizes the professional, intellectual, social and personal development of all participants. Strategic Plan

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