UNO 2020Goal One UNO 2020

Ensure high-quality academic programs which will prepare students for success in globally competitive, multicultural, and changing environment.

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Goal One: Outcome 1

A comprehensive planning and review process that incorporates institutional effectiveness plans, academic program reviews, and program accreditation reviews.

 
Measure

Creation and adoption of plans and processes for IE and academic program review, number of academic programs reviewed annually, number of activities leading to improved compliance.

 
Target

Development of a cycle of academic program review.

 
Tasks

Task
Lead Responsibility
Timeline
Create an academic program review plan – Academic Affairs/ Faculty Senate Provost/Faculty Senate President Underway, finalization early Spring 2017
Pilot test the academic program review process for programs with external accreditation Associate Provost for Academic Programs/Academic Board Spring 2017
Pilot test academic program review process for  programs without external accreditation Associate Provost for Academic Programs/Academic Board Spring 2018
Merge the Institutional Effectiveness, Institutional Review and Strategic Planning processes President Completed fall 2016
 
Findings

Program review schedule to be finalized Spring 2017.
 
Anticipated Next Steps

Academic program review schedule needs to be determined. Three accredited and three unaccredited programs to be reviewed in 2017-18.
 

Goal One: Outcome 2

Realigned budgets, improved and transparent data-driven budget process, and appropriate distribution of student designated fees.

 
Measure

Involvement of faculty and staff in budget process and usage of pertinent data and university mission in budget decisions.  
 
Target

Implementation of the budget model and linking budget allocation to SCH goals.

 
Tasks

Task
Lead Responsibility
Timeline
Creation of the University Budget Review Committee (UBRC) - consisting of administrative staff and faculty President Completed
Realignment of Budgets of Academic Colleges UBRC Completed Phase I in Spring 2017
Continued total university budget process development UBRC Spring 2017
Create a process of oversight and accountability on all collected student fees UBRC Spring 2017
 
Findings

The UBRC has made recommendations to the President on how to realign the budgets of the academic colleges - a model based on a balance of major SCH’s and instructional SCH’s has been tentatively adopted.  Data for implementation is still being refined (12/16).
 
Anticipated Next Steps

Using data, continue to develop a budget model for the academic units, the non-academic units, for revenue generating units. Develop a process to monitor new budget model for effectiveness. Create a UBRC sub-group to define oversight and accountability for all designated student fees.
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Goal One: Outcome 3

Enhanced collaboration and coordination between academic programs with the Offices of Academic Affairs, Student Affairs, Enrollment Management, and the Registrar.

 
Measure

Improved student learning, persistence, and graduation rates.
 
Target

Continuous improvement with a goal of 70% graduation rate.
 
Tasks

Task
Lead Responsibility
Timeline
Student Affairs report to the Provost/Academic Affairs President Completed
Office of Enrollment Management (and Registrar) separated from Student Affairs President Completed
Improve engagement of Student Affairs with Academics Dean of Students Started in Fall 2016
Improve the engagement between FYA and FYE with the Academic Departments Assistant Provost for Admissions and Enrollment Management Continuous
Develop and Implement Student Success plans for at risk students through the FYE Office Assistant Director of Student Success Fall of 2017
Once per semester Academic Affairs/Student Affairs meeting to share information (Directors of Student Life, Deans, and Chairs) Provost Continuous
 
Findings

On the issue of improving engagement of Student Affairs with Academics there are now regular meetings of all units of Student Affairs with the provost/associate provost where efforts and an action list for involving academics is in continual development.  

A student success plan addressing at risk students has been incorporated in the FYE Strategic planning proposal which has been submitted to Academic Affairs for approval.
 
Anticipated Next Steps

Secure approval of the Student Success plan and implement its proposed elements in Fall 2017.
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Goal One: Outcome 4

Revised general education learning outcomes and curriculum.

 
Measure

Actuarial data on general education courses, enrollment, and substitutions.

 
Target

Broad distribution of general education courses seeking to incorporate QEP into their content; demonstration of alignment of general education courses to general education outcomes; adjustments in the general education course offerings

 
Tasks

Task
Lead Responsibility
Timeline
Analysis of general education course enrollments and patterns Associate Provost for Academic Programs, Director of IR/IE April 2017
Curriculum mapping of general education outcomes Associate Provost for Academic Programs, Registrar December 2017
Implementation of 5-year re-certification process for general education courses Associate Provost for Academic Programs June 2017
Development of QEP RFP for general education courses Associate Provost for Academic Programs, Chair of QEP Committee February 2017
Soliciatation of QEP RFPs for general education courses Associate Provost for Academic Programs, Chair of QEP Committee April 2017
 
Findings

Analysis of general education course enrollment patterns and grade distributions completed.
 
Anticipated Next Steps

General Education Committee, newly reformed, will meet regularly to monitor learning outcomes, proposed courses, changes to the general education menu, and incorporation of the QEP into the curriculum.
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Goal One: Outcome 5

Development of Earl K. Long Library - information resources, services, facilities, and technology to meet the evolving information, research, and learning needs of the campus community.

 
Measure

Service utilization; availability of spaces for diverse learning needs including collaborative and individual; information literacy requests; per user cost;  dissemination of UNO scholarship and creative work;  support for research.
 
Target

Reduction in per user cost; More effective and efficient use of space; increase in number of users; establishment of a community learning center; increase uploads of campus scholarship 5% each year; increase in information literacy.

 
Tasks

Task
Lead Responsibility
Timeline
External assessment of the Library Provost Completed
Proposal for the Future Library Dean of the Library Completed
Plan for the future of the Library Provost Summer 2017
White paper on Library of the Future (2025 and beyond) Dean of the Library Spring 2017
 
Findings

 
Anticipated Next Steps

Provost and Dean of the Library to establish Library Affairs Advisory Council beginning Fall 2017.
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Goal One: Outcome 6

Increased student participation (number of students, diversity of students, and diversity of major) in the Honors Program as it supports and enhances the mission of the academic programs.

 
Measure

Student enrollment
 
Target

Projected gain of 15%
 
Tasks

Task
Lead Responsibility
Timeline
Redefine honors program to be more inclusive Associate Provost and Director of Honors Completed summer 2016
Improve recruiting efforts (incoming students, not current students) Associate Provost and Director of Honors Spring 2017
 
Findings

University Honors Program has been modified to a three tiered program (University High Honors, University Honors, and Departmental Honors) that is more flexible – more students from all colleges will find it easier to participate.

The Honor Program participation grew by 13% in the AY 2016-2017. 

The freshmen retention rate has improved to 81%

The Associate Provost for University Honors Program has met with the Assistant Provost for Enrollment Management and Admission to create an action plan (new recruiting materials to be mailed to prospects, targeted visits to high schools, more exposure at recruiting events on campus.)

 
Anticipated Next Steps

The Associate Provost for the University Honors Program will be teamed up with the Assistant Provost for Enrollment Management and Admission to implement the action plan so that 15% more incoming students enroll in the University Honors Program.

Associate Provost and Director of Honors will establish a closer collaboration with academic deans.

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Goal One: Outcome 7

Better equipped and supplied laboratories and studios.

 
Measure

Improvement in equipment and resources for lab and studio courses, resulting in more students experiencing state-of-the-art equipment and resources in their lab and studio courses.

 
Target

Improve and increase resources by 50%

 
Tasks

Task
Lead Responsibility
Timeline
Clarify what dedicated fees exist that support lab and studio courses University Bursar Completed
Establish speedkeys for all dedicated fees that support lab and studio courses Assistant Vice President for Business Affairs Completed
Identify current lab and studio resources and note gaps or deficiencies Department Chairs and Deans Completed Spring 2017
Develop maintenance and renewal plans for lab and studio courses Departmental Chairs and Deans Summer and Fall 2017
With the help of the Development Office, seek external funding that supports lab and studio courses Academic Deans Spring 2017
 
Findings

Deferred maintenance in updating technology has resulted in significant gaps and deficiencies across many labs and studios.
 
Anticipated Next Steps

As noted above, specific plans should be developed for remediating these deficiencies, and funding sources secured. See appendix for some specific needs across sample areas.
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Goal One: Outcome 8

Increase study abroad enrollments via expanded institutional partnerships; explore new collaborative international partnerships for student/faculty exchange, study abroad programming and funded research opportunities; increased IELP enrollment via institutional agreements and special cohort programming.

 
Measure

Enrollment in International Education programs.
 
Target

Two new domestic institutional partnerships to support study abroad programs by January 2018.

Will increase enrollment in study abroad by 10%. Identify two new faculty opportunities for international collaborative research and programming by January 2018.  Develop two new partnerships that act as feeders for short term cohort IELP programming in 2018.

 
Tasks

Task
Lead Responsibility
Timeline

Increase our partnerships for study abroad to produce more feeder schools for our programs. 

Assistant Provost for International Education AY2016-17 & AY2017-18

Renew active International Friendship and Student Exchange Agreements. Enter into new partnership opportunities for international programming.

Provost, Assistant Provost for International Education, Vice President for Research and Economic Development, Director of Graduate School, Assistant Provost for Enrollment Services, Deans

Complete renewals as appropriate entered into new partnerships by January 2018
Generate agreements to bring special cohorts to IELP for English language and training. Assistant Provost for International Education, Director of Intensive English Language Program To complete Spring 2018
 
Findings

New partnership agreements signed with Texas Tech (2015) and U. of Mississippi (2016); agreements renewed in 2016 with U. of Georgia, Michigan State U., Saint Mary’s College. 

Have renewed active International Friendship and Student Exchange Agreements: University of Orleans (2016), Doshisha University (2015). Signed new Memorandums of Understanding for recruitment and/or joint programming:  India 2016 (27 institutions); Hebei U. of Technology (2015), Putian U. (2015), Tianjin U. (2015).   Signed new MOUs for Friendship and Exchange: CUC-Colombia (2016), University of the Antilles (2015), U. Maya (2015), Inst. De Zapopan (2015).

New agreements to bring special cohorts to IELP for English language and training:

BSMP (2014 & 2015), Doshisha University (2014 & 2016), Shanghai Maritime University (2016), Mexico through 100,000 Strong Initiative (2015 & 2016).
 
Anticipated Next Steps

Continue current efforts to expand institutional partnerships on several levels, work closely with the ORSP to identify funding for international programming, continue discussions with Tulane Business and Law Schools about teaching their cohorts in the IELP, and work with sponsoring governments/agencies and IDP to recruit students for the IELP.
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Goal One: Outcome 9

Program growth (including interdisciplinary and cross-disciplinary programs) in areas that meet local workforce development needs, as well as those program areas which foster the intellectual and cultural development of the community and region (supporting the “cultural economy”). Leverage UNO faculty expertise to reach this outcome.

 
Measure

Improved communication and collaboration between UNO and local industry, community organizations, and other higher institutions of higher education.  Promotion of current academic programs (and revision, as needed) to align with the above-mentioned needs); development and implementation of new programs to meet needs.
 
Target

Demonstrably improved communication with three local partners, elevation of three academic programs into local prominence through these efforts. 
 
Tasks

Task
Lead Responsibility
Timeline
Acquire Burning Glass software (examine the labor market in real time and align programs with the marketplace) Director of Extended Campus and Director of Graduate Studies Completed Fall 2016
Build relationships and communication with Community Academic Deans Continuous
Build relationships and communication with Industry Academic Deans Continuous
Review Programs for revision to meet local needs Academic Deans Continuous
 
Findings

Through the 2016 purchase of Burning Glass software, we are now prepared to analyze the local labor market and align programs with its needs.
 
Anticipated Next Steps

DGS and DEC will meet with Deans to present the findings derived from the analysis conducted through Burning Glass; Deans will commence outreach activity to develop relationships with the community (including other institutions of higher education) and industry, promoting their programs (while reviewing and revising them where needed) to meet local needs.
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Goal One: Outcome 10

Establish UNO Extended Campus to expand community-based programs (non-credit programs, certificate programs, and off-campus offerings) and to promote new online degree programs to enhance access, especially for place-bound students. Acquire necessary technology infrastructure, support, and training for online/hybrid courses and programs.

 
Measure

Number of offerings and number of students enrolled.
 
Target

 
Tasks

Task
Lead Responsibility
Timeline
Create UNO Extended Campus Provost Completed Spring 2016
Hire director of UNO Extended Campus Provost Completed Summer 2016
Establish Extended Campus Fee President Completed Summer 2016
Development of non-credit offering criteria and process, including incentive structure (RFP) Director of UNO EC, Provost, Extended Campus Oversight Committee Completed Fall 2016
Development of new on-line program criteria and process (RFP, incentive funding) Director of UNO EC, Provost, Extended Campus Oversight Committee Completed Fall 2016
Acquire software/hardware/design tools to enable on-line/hybrid courses Director of UNO EC Completed Fall 2016
Construct classrooms that enable state-of-the-art distance education Director of UNO EC Complted Spring 2017
Establish new non-credit offerings Director of UNO EC, faculty, chairs, deans Ongoing Spring 2017
Establish new on-line courses that support General Education Director of UNO EC, faculty, chairs Ongoing Spring 2017
 
Findings

Noncredit

WOS/GE Java Training program launched in Oct 2016 and ongoing.

CDF/Community Development Finance program (w/GNOF) finalizing Cooperative Endeavor Agreement with City of NOLA ($60K) to fund 1st series of classes in Summer 2017.

Human Capital Management program launches May 2017.

Materials Synthesis and Characterization program launches May 2017.

Fine Arts Digital Design Summer Camp program launches June 2017.

Collaborating with NOLA District Attorney to move Citizen’s Academy to UNO for Fall 2017.

Collaborating with NOLA Sheriff’s Office to begin noncredit general education program for OP prison for Fall 2017.

Collaborating with Bastion.org veterans group to provide university outreach and instruction at new veterans housing complex opening in Gentilly in 2017.

Collaborating with LSU to launch GREAT Consortium in 2017.

Resiliency certificate in conjunction with PLUS under consideration.

Coastal Engineering workshop in conjunction with CEAS and Engineering faculty under consideration for Summer 2017.

Online

Online E-MBA launches Summer 2017.

Online Ma.Ed in Education/Gifted and Talented launches Fall 2017.

Online M.A. in History (WWII concentration) under consideration for launch in 2018.

Faculty Checklist and guidelines to ensure consistency and quality in online courses approved.

Review of existing online programs launches Fall 2017.

 

Infrastructure

Contracted with Panopto for industry-standard desktop and video capture platform to work alongside Moodle (LMS) as the primary means of producing online lecture content for all UNO courses in May 2016.

Contracted with Burning Glass for labor research database in Fall 2016.

Contracted with DocSoft to caption online video content to address a longtime legal concern over ADA compliance in online courses university-wide (Fall 2016).

Contracted with business manager for Extended Campus in Fall 2016.

Contracted with third-party web designer for Extended Campus in Spring 2017.

Contracted with third-party course designer for Extended Campus in Spring 2017.

 
Anticipated Next Steps

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