Putting Students First 2012 2016 Long-Range Plan Missouri State UniversityWest Plains

Putting Students First

MISSION Missouri State University-West Plains is a teaching and learning institution providing quality post-secondary education opportunities to the communities we serve. VISION Missouri State University-West Plains will be a national model among two-year, learning-centered institutions, combining open admission opportunity with academic excellence, student service innovation, community partnership, and global awareness in an environment strengthened by dynamic growth and entrepreneurial spirit. OVERARCHING AND ENDURING COMMITMENTS Student Learning: Student learning is the primary goal of the University and the key indicator of our success. As a community of learners, we embrace learning outcomes that encompass liberal arts education, professional preparation and a concentration on public affairs, and we pledge to support student learning in curricular, co-curricular, and extra-curricular contexts. Inclusive Excellence: Inclusive excellence is the recognition that an educational institutions success is dependent on how well it values, engages and includes the rich diversity of faculty, staff and students with all the valuable social dimensions that they bring to the enterprise of higher education. Missouri State University shall demonstrate a comprehensive commitment to inclusive excellence, which will be reflected by policy, planning and actions throughout the institution. Institutional Impact: Institutional impact refers to the positive, enduring effects of the Universitys work in the region and the state as well as to our broader contributions to knowledge and innovation. Essential to this commitment are focused activities in: economic and community development, community partnerships, basic and applied research concepts, and advanced workforce development. As a major employer we also pledge to model ethical behavior with respect to people, resources, and the environment. UNIVERSITY COMMUNITY PRINCIPLES The community of scholars that is Missouri State University is committed to developing educated persons. It is believed that educated persons will accept responsibility to act in accordance with the following principles: Being open minded to embrace the benefits and richness that diversity and inclusiveness bring to the community of scholars and to recognize them as catalysts for educational excellence. Practicing personal and academic integrity. Being a full participant in the educational process, and respecting the right of all to contribute to the Marketplace of Ideas. Treating all persons with civility, while understanding that tolerating an idea is not the same as supporting it. Being a steward of the shared resources of the community of scholars.
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INSTITUTIONAL STRATEGIC DIRECTIONS

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ABBREVIATIONS/DEFINITIONS General Terms TERM Accountability CAAP CLA CCSSE CUPA IPEDS DESCRIPTION Responsible dept./person Collegiate Assessment of Academic Proficiency Collegiate Learning Assessment Community College Survey of Student Engagement College and University Professional Assoc. Integrated Postsecondary Education Data System TERM NCCBP Objectives SAADE Tactics Targets DESCRIPTION National Community College Benchmarking Project Important initiatives going into next 5 years
Systematic Assessment of Administrative Dept. Effectiveness

Putting Students First

Actions to take to achieve the objective How to know when the objective has been achieved

Accountability Index ABBREVIATION DESCRIPTION AA Academic Affairs (all full-time and per course faculty/instructors) AC Administrative Council ADAA Asst. Dean of Academic Affairs ADM Admissions CC Curriculum Committee CH Chancellor CSL Coord. of Student Life and Development CTE Coordinator of Theater and Events DAA Dean of Academic Affairs DBSS Director of Business and Support Services DDE Director of Developmental Education DDEV Director of Development DE Development Office DITS Director of Information Technology Services DSS Dean of Student Services

ABBREVIATION

DTP DU/CP DUC EOL FS GDS HR ID IR LS PTOC SAAS SBTDC SGA SS

DESCRIPTION Director of TRiO Program Director of University/Community Programs Director of University Communications Equal Opportunity Liaison Faculty Senate Grant Development Specialist Human Resources Instructional Designer Institutional Research Library Services Project Threshold Oversight Committee Student Advisement and Academic Support Small Business Technology Development Center Student Government Association Student Services

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OVERARCHING STRATEGY: Student Access and Success Missouri State University-West Plains puts students first by continuing to honor its open admission promise to the citizens of its service area and beyond, while offering a variety of programs and strategies to help ensure our students academic success. OBJECTIVE 1.Establish effective initiatives to promote access to quality postsecondary education TACTICS 1a. Identify ways to maintain the successful activities developed through the Project Threshold program 1b. Enhance effectiveness of communication with area high schools To further improve communication and collaboration with schools, continue the annual Counselor/A+ Coordinator workshop Prepare TRIO/ Upward Bound Math and Science (UBMS) proposal for this years competition. In collaboration with HS Superintendents and their HS STEM Teachers and MSU/WP Math/Science faculty. The program will be designed to strengthen the math and science skills of participating students, help students recognize their potential to excel in the fields of math and science and encourage them to pursue postsecondary degrees in math and science through the following program elements: Continue to employ College Access Coordinator and Outreach Coordinator; evaluate the viability of making the positions full-time TARGETS/ACCOUNTABILITY 2013 TARGET: Continue outreach through in-service workshops for HS teachers, and expand discussion of needs and ideas for collaboration in the annual superintendent workshops to include an additional ten (10) HS, raising the total number of invited HS institutions to 33. (DAA, DDE, SAAS, DSS, PTOC) 2016 TARGET: Secure UBMS grant. The budget is $250,000 per year, in which 60 students per year will participate for a total of 300 students over five years, with an overall estimated budget of $1,250,000 if TRIO funding remains constant. There is no required institutional match or cost-sharing. (ADAA, DE, DAA, IR, AA, DSS) 2013 TARGET: Increase invited schools from 23 to 33 for the Counselor/A+ workshop (DSS) 2013 TARGET: Make recommendations with rationale for institutionalizing the positions of College Access Coordinator and Outreach Coordinator (PTOC) 2016 TARGET: Annual survey of small business clients to determine the workforce needs for this type of business (SBTDC) 2016 TARGET: Maintain close communication with area employers through the Red Carpet Day for Employers program; host at least two programs annually and ensure task identification and follow-up from those sessions. (DSS, DAA) 2016 TARGET: Administer survey of service area employers to identify the broader range of workforce needs beyond small business. (IR) 2014 TARGET: Based on surveys, develop new programs in opportunity areas appropriate to the region and workforce needs, with a target of 300 students (2013-2016) in new workforce development programs (GDS, DAA, ADAA, IR, AA, DSS) 2016 TARGET: Tuition and fees for Missouri resident students will not increase above the mean of comparable institutions out of district tuition and fees in Missouri. (CH) 2013 TARGET: Integrate career planning with academic advising through the first-year experience, and with regular contact with career coaches, specified as 2 faculty per division receiving special training/professional development in advising students as to the

1c. Explore what the community work force needs are that can be served within the mission of the institution Develop and administer a workforce needs analysis for area employers Provide periodic Town Hall meetings with invitations to community leaders to identify and discuss needs

1d. Remain affordable and competitive. Annually assess our tuition and fees in comparison with like institutions in Missouri (Comprehensive Fee Schedules Public Two-Year Institutions spreadsheet) OBJECTIVE 2. Develop effective strategies to better ensure student academic success 2a. Develop a process that identifies a students goal for their education and tracks their individual success in attaining those goals Provide a more intensive questionnaire for applicants

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Develop a more personalized approach to STAR orientation Put into place student success task force drawn from service and education units campus-wide to recommend changes in advising, registration, pedagogy, and first year experience 2b. Increase library resources and access to resources Develop a plan to fund the addition of resources in the library 2c. Sustain the success of the TRIO Student Support Services program Ensure that the program meets the objectives of the grant so that funding for the program is sustained Prepare reports leading up to renewal of TRIO after year 5. 2d. Sustain the success of and institutionalize Title III developmental education key initiatives Identify the budgetary needs for institutionalizing grant funded positions and equipment Institutionalize the role of DDE as Director of Student Success by Yr. 5 with director to lead reorganization of SAAS Identify, describe and prioritize initiatives for staff, students, faculty, and as part of outreach through College Readiness Campaign/Workshops for HS teachers/superintendents Increase interaction of MSU/WP faculty with HS counterparts in the Dev. Ed core courses and preparation, with shift in emphasis from College Access to College Readiness 2e. Provide resources to expand the availability of tutoring/advising/job training services to students Increase the number of tutors Expand the hours the tutoring lab is available to students Identify and pursue additional sources for qualified tutors Adequately fund tutoring budget Link advising and career planning as one entity, to include training on career diversity options through degree programs with specifically identified community partnerships through internships and apprenticeships Create a Skill Center for assessing, preparing and training students and student interns in specific job-related and regional employer-specific job skills to include continuing education opportunities diversity of career options available in the region and wider contemporary society. (DDE, SAAS, ADM, AA) 2016 TARGET: Plan for library development completed and specific external funding sources targeted and received (DAA, DE, LS) 2016 TARGET: Annual TRIO reports to funding agency and as part of Annual Assessment report; target of 100 - 140 students per year and 60% graduation rate for TRIO serviced students. Yr. 5 successful completion of proposal and awarding of new TRIO grant ( DTP, DE, DAA) 2013 TARGET: Reorganization plan in place with external funding to continue initiatives and expand student success model; 2013 TARGET: Expanded College Readiness Initiative (CRI) designed to impact/raise retention from 51.2% (baseline w/Fall 2010 cohort) to 60% with HS teachers/superintendents to include participants outside traditional 7-county area. 2016 TARGET: Twice a year in-service workshops completed each year with emphasis on college readiness and networking with MSU/WP faculty and between regional faculty from different HSs (DDE, DAA, IR, ID, LS, DSS) 2015 TARGET: Number of tutors (average 16/semester) and service hours available (average of 55/semester) will double, with the anticipation of increased enrollment of 8% (from 2,142 in Fall 2011 to 2,313). Will pursue recertification for the tutoring program from the National Center of Developmental Education, and continue to require all tutors to participate in the tutor training course. (DDE, SAAS, IR, ID, DAA, DSS, DE). 2015 TARGET: Adjust Academic Affairs budget to adequately fund tutoring measuring impact - correlations of increase in retention rates for those tutored. Baseline data for retention of students receiving tutoring will be set in 2013 with a target of 60% retention rate of those receiving tutoring (DDE, SAAS, IR, ID, DAA, DSS, DE). Career advising /advising training for select faculty and staff completed, all IDS 110 and GOAL students receive combined career/advising validation (DDE, SAAS, IR, ID, DAA, DSS, DE). 2014 TARGET: Outreach Center or similar space completed as Skill Center, with supporting funding sought from local employers, Gates Foundation, Lumina Foundation, and EDA/Department of Commerce (DDE, SAAS, IR, ID, DAA, DSS, DE). 2016 TARGET: IDS summer review and goal setting to include

2f. Redesign the IDS series of first year courses to address motivational issues, career identification

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issues, leadership development and new learning tools available for the student. Annual input from Program and Community Advisory Boards on critical skill development/workforce development Forums for faculty reporting on new pedagogies/skill development applications Selection of faculty members for first year experience Task Force Annually administer the First Year Initiative assessment in IDS 110 2g. Identify alternative groups of students to track retention and continue to track the traditional first-time, full-time cohort Define the baseline retention rates for each identified group Establish retention goals that are relevant for each identified group proposed skill /life preparation building from Program Advisory Boards and faculty core teaching IDS. IDS revision linked to first Year Experience curriculum designed in conjunction with select faculty task force. Learning tools acquired through Title III faculty mini grants incorporated into tool kits/pedagogies as appropriate. (DAA, DDE, SAAS, IR, ID, DSS) 2013 TARGET: New Cohorts identified and baseline retention rates established with goal of 20% increase in 2 years over baseline established in 2013; Retention goals established for each group (IR, DDE, DAA, SAAS).

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STRATEGY: First Choice MSU-WP puts students first by striving to be the first choice for potential students in the service area. We intend to improve two key areas: academic opportunity and excellence within the University from open admission to the Darr Honors; and, effective promotion of our institution outside the University, with the potential to expand outside the traditional service area to include remaining Ozark region counties and northern Arkansas. OBJECTIVE 1. Increase number of students who select MSU-WP as their first choice. 1a. Work with service area high schools to improve the rate at which seniors advance to postsecondary education to the state average Expand and continue In-Service workshops for all area HS teachers in Developmental Ed, and others in STEM areas identified as lacking in the rural sector Maintain activity level and quality of Threshold College Access, Innovate means and allocate resources to extend college access outreach (Threshold grant activities) beyond the traditional service area of 7 counties Consider stronger emphasis on outreach activities on select academic programs such as Agribusiness, Agriculture, Entrepreneurship and Virtual Media/Computer Web Design, with accompanying displays/video, program marketing materials included with campus caravans 1b. With the advantage of ample housing in the community, expand student recruitment activities beyond the seven-county service area 1c. Ensure MSU-WP is the institution of choice for providing quality dual-credit high school programs in the seven-county service area Provide delivery options for dual credit courses, including technology-assisted Tegrity lecturecapture options for school not having qualified instructors in particular areas, particularly STEM related courses Provide stipends by course for MSU-WP instructors to develop lecture-captured dual credit courses appropriate to the HS academic cycle Review all dual credit courses by HS to determine instructor eligibility and interest by course, and urge HS faculty to pursue graduate course opportunities (target: 18 hours in a topical area) 1d. Improve the fall-to-fall retention of first-time freshmen students Launch first year experience and bolster other initiatives such as intrusive advising, online course delivery, and modular programs Continue to innovate new programs and retention strategies including all efforts in Developmental Education to improve retention Fully develop a career pathways advising strategy that includes training advisors/career coaches to include volunteer Grizzly Mentors in the use of career pathway software and online sites to be used in advising and mentoring session with first year students in the Student Success Center, TRIO, and other advising mentoring venues such as STAR 1e. Increase staffing infrastructure to support increasing enrollment OBJECTIVE 2. Provide excellent activities, events, and support services for students TACTICS 2a. Continue to pursue additional scholarship opportunities for students TARGETS/ACCOUNTABILITY 2016 TARGET: Increase the number of scholarships (endowed and endowing) from 66 in 2012 to 69 in target year an increase of 5% 2016 TARGET: Conduct two in-service workshops a year for area HS teachers in a variety of topics, including Development Ed delivery, College Readiness, the national Completion Challenge agenda, and other topics of interest and value as identified by instructors and superintendents as well as academic leaders at MSUWP (DDE, DAA, PTOC) 2016 TARGET: Annually ensure quality completion of the Project Threshold plan (DSS, PTOC)

2016 TARGET: The number of students attending from outside the service area will increase from 320 in Fall 2011 to 352 - 10% increase (ADM). 2013 TARGET: Contact all potential dual credit partners to expand the frequency, and coverage of dual credit offerings from MSU-WP. For those not already doing so, assess interest and willingness to participate in our dual credit program. Get commitments to pilot five (5) Tegrity lecture capture courses followed by additional course by demand by 2016. (ADAA, ID, IR, DAA)

2016 TARGET: Increase the retention rate of first-time freshmen from 51.2% for Fall 2010 cohort to 60% for Fall 2015 cohort (DDE, DAA, SAAS, IR, ID, SGA, AA).

2016 TARGET: Annually review staffing needs (IR, HR)

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2b. Provide enhanced and expanded academic support that accommodates a diverse student body and varying student academic preparation, interests, and goals Train frontline advisors to integrate career pathway orientation for all students through initial orientation as an ongoing and continuous intrusive advising strategy for all incoming students. Emphasis will be on expanding student awareness of the diversity of career options Integrate career advising and refined retention strategies/tool kits into IDS/first year experience through taskforce reports and applications Promote continued diversification of student interest groups and active participation of faculty as sponsors of new and established groups 2c. Maintain support for athletic programs (does not include conversion of institutional scholarships to private donors) (DDEV). 2013 TARGET: Expand academic support provided through the proposed Skills Center and re-organization of SAAS as Student Success Center. 2014 TARGET: Establish cross-campus student success taskforce (SST) - to include key staff with significant institutional knowledge charged to identify, improve and refine retention strategies using existing institutional knowledge/trends and best practices from other institutions to be collected and applied through Student Success Center; rotate memberships after 2014 (DDE, DAA, IR, SST, SS). 2016 TARGET: Increase the number of memberships in the booster club from 186 for 2012 to 204 - 10% increase (DSS). 2016 TARGET: Increase the number of private (endowed, endowing, and restricted) scholarships for athletics from 34 in 2012 to 37 - 10% increase (DSS). 2016 TARGET: Targeted participation in Title III mini-grants to include all divisions with a minimum target of 10 successful submissions per academic year (DAA, AA, ID, DDE, DE, GDS).

OBJECTIVE 3. Deliver outstanding instruction 3a. Encourage faculty to participate in professional/instructional development opportunities available through grant funding and Faculty Center for Teaching and Learning/Springfield Continue faculty attending the Center for Teaching and Learning to expand exposure of faculty in new pedagogies and teaching/learning toolkits and expand collaborations/partnerships with MSUSpringfield faculty Continue faculty participation in professional/instructional development through mini-grants 3b. Involve per course instructors in professional development activities Make a limited number of mini-grants available to per course instructors Involve select representatives of per course cohort to have direct input in the Self-study, including contributing comments/observations to Section 3.0 (Instruction) of the new accreditation criteria. Conduct end of year focus groups with per course instructors to provide input on instruction, scheduling, compensation, support resources, communication, and other identified issues of significance 3c. Participate in the Diversity Hire initiative Identify positions that can be addressed as Diversity Hires Encourage academic leadership/division chairs to actively identify potential diversity hires for areas of need and follow-through with candidates as approvals to hire are obtained 3d. Expand full-time faculty in relation to growing program needs

2016 TARGET: Continue semi-annual mandatory per course training sessions to include availability of mini-grants for instructional design and pedagogy - with a minimum of two grants awarded per academic year; Host two additional instructional workshops on select professional development topics identified in collaboration with per course instructors (DAA, AA, ID, DDE). 2016 TARGET: When appropriate, hire new faculty under the Diversity Hire Initiative with the goal of at least one additional (DAA, AA). 2016 TARGET: Retain the percentage of racial and ethnic diversity among faculty to reflect the racial and ethnic make-up of the region (DAA, EOL, coordinated w/HR) 2016 TARGET: Conduct successful hires in priority areas supported by faculty and reported annually (DAA, AA).

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STRATEGY: Student Engagement MSU-WP puts students first by offering educational and extra-curricular activities which provide opportunities to connect with others in the campus community and beyond, experiencing and contributing to a world broader than the one in which we currently live. Engagement with others both within and outside the classroom enables students to develop leadership skills and a love of learning which will last a lifetime. OBJECTIVE 1. Enhance campus facilities to promote student involvement TACTICS 1a. Complete the Tuttle amphitheater 1b. Install spacing efficiencies in Garnett Library 1c. Explore ways the college bookstore can meet the changing needs of students and growth in enrollment. 1d. Create green spaces on campus 1e. Research availability of snack/beverage facilities to install on campus that do not require university funding such as a centralized student lounge with snacks/beverage bar OBJECTIVE 2. Encourage student connections with the campus community 2a. Expand the number of academic competitions, events, workshops, and conferences Identify academic organizations to partner with students and faculty Launch the Deans lecture series 2016 TARGET: Secure grants to fund additional speakers (DAA, GDS). 2016 TARGET: Research the opportunity to join the National Council for Science and the Environment and engage student in opportunities provided by NRCS for national student internships in the sciences (DAA). 2016 TARGET: Increase attendance at Public Affairs conference (DAA). 2016 TARGET: Specifically target expanded opportunities with the following organizations: Regional Chambers of Commerce, Ozark Action, Community Foundation of the Ozarks, South Central Ozark Council of Governments, Ozark Small Business Incubator, Ozark Medical Center, National Resource Conservation Service, Economic Development Office-City of West Plains, and other related organizations (DAA, DSS, AA, DDE, TRIO, SGA). 2016 TARGET: Show increase in student participation in intramural sports by 5% per year from baseline of 0 (CSL). 2016 TARGET: Pilot one activity per academic year developed by the DAA and faculty (DAA, DSS, AA, DDE, TRIO, SGA). 2016 TARGET: Improve marketing and orientation of program to include more topic-focused visits to IDS classes, additional material on the Dalian experience, and a video produced in collaboration with onsite interns and our ID/ Virtual Media staff (DAA, ADAA). TARGETS/ACCOUNTABILITY 2016 TARGET: Increase usable square footage for student involvement and support (CH, DBSS, DDEV, LS, DAA, DSS). 2016 TARGET: Survey students to identify changes in campus facilities that would enhance the student experience and their satisfaction with current facilities (IR).

2b. Increase volunteer and community service opportunities through expansion of internship, apprenticeship, and volunteer/community service opportunities for students.

2c. Develop intramural sports 2d. Emphasize general and thematic learning communities around the general education Student Learning Outcome categories of: Values, Global Awareness, Communication OBJECTIVE 3. Promote student interaction in a culturally diverse environment 3a. Continue to promote China internship program and evaluate present internship activities and satisfaction

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3b. Develop additional student exchange/internship programs Explore opportunities to expand international opportunities for students through the Missouri Community College Association international consortium. Explore other opportunities for service learning for VESTA students in collaboration with other universities Develop an international speakers series where international guests and experts are invited to campus to teach workshops and share perspectives on globalization and related international topics 3c. Expand use of technology to connect and interact with others Expand Chat with China program Connect with club and organization participants on other campuses using current and emerging technologies 3d. Provide additional culturally diverse programs Develop a series of events that highlights domestic and international cultural diverse groups Take West Plains students to MSU for a similar International Night activity Encourage students in the classroom to attend programming conducted by U/C Programs as an external learning experience Evaluate establishing Student Model United Nations activity and send students to National Student Model UN conference 3e. Develop opportunities that connect students with other students, staff and faculty of diversity Integrate Public Affairs with emphasis on expanded internships/service learning/experiential education/apprenticeships for all degree programs and student including AA and AAS; Include active participation of Instructional Designer and integrating new pedagogies/learning tool kits/activities as part of the experiential/public service learning experience 3f. Recruit diverse student groups OBJECTIVE 4. Improve student engagement 4a. Improve communication about events and activities 4b. Evaluate student perception of environment at MSU-WP by continuing to participate in the Community College Survey of Student Engagement and use the results of the survey to inform practice 4c. Identify ways to involve students, faculty, and staff in activities that occur outside the classroom 2013 TARGET: Conduct focus groups with students to determine best methods to reach students (CSL, DUC, SGA). 2016 TARGET: CCSSE survey completed every other year and the results rolled into IR reporting and annual assessment documentation, and shared with appropriate faculty committees. (IR/DAA/SAAS/AA). 2016 TARGET: Increase student participation at U/C P events from 766 in 2012 to 1200 (DU/CP, CTE, CSL ). 2016 TARGET: Increase student participation in international opportunities from 23 in 2012 to 25 by target year an increase of 10% (ADAA). 2016 TARGET: Increase the number of international opportunities for students from 4 to 6 by target year (ADAA).

2014 TARGET: Conduct one international night per year, invite MSU students and personnel and West Plains community (DAA, DSS). 2014 TARGET: Conduct one event focused on domestic diversity per year (DAA, DSS). 2016 TARGET: Establish a series of domestic and international events that are offered at least one per semester (DAA, DSS).

2016 TARGET: Ongoing and updated by continuous review of best practices in learning outreach, toolkits for faculty engagement with students, and emerging and new relationships with community partners (DAA, LS, AA, DSS). 2016 TARGET: Provide three culturally diverse programs annually (CTE). 2016 TARGET: Achieve a 10% minority student population Fall 2011 minority student population is 9.5% (DSS).

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STRATEGY: Academic Programming MSU-WP puts students first by maintaining and improving quality academic programming offered for current and emerging certificate and two-year degrees, promoting programs that link to transfer and career opportunities. The academic programming process is driven by continual faculty development, classroom innovation, and emerging community needs. OBJECTIVE 1. Encourage students to earn the associates degree before transferring or entering the job market TACTICS 1a. Provide additional resources for students in career planning tied to degree completion Expand career planning programs to include employment and job opportunity information Expand the communication of success stories of MSU-WP graduates TARGETS/ACCOUNTABILITY 2013 TARGET: Combine the advising/career planning functions (DDE). 2016 TARGET: Readjust academic affairs budget to provide needed resources for additional training of frontline faculty/staff for academic advising/career service support (DAA, IR, SAAS, AA). 2016 TARGET: Publish one student success story per month (DUC). 2016 TARGET: Use the First Year Initiative assessment to compile baseline data regarding the effectiveness of IDS 110 and continue its use to ensure its continued effectiveness; Review all IDS 110 syllabi by instructor and ensure that the degree completion component is included for all course sections taught for the upcoming semester; Have instructors critique the component after teaching it and use lessons learned to improve/modify the component as necessary Assess in 2014 to modify by 2016 (IR, DAA, SAAS, AA).

1b. Review IDS curriculum and consider adding a degree completion component to the IDS 110 course

OBJECTIVE 2. Provide significant support for those needing developmental education courses 2a. Institutionalize Title III developmental education initiatives Develop plan to institutionalize costs for continuing grant initiatives Fund classroom technology that supports the expansion of developmental education Continue to identify classrooms for computer-mediated instruction 2b. Continue efforts to plan, train faculty, and implement course redesigns in developmental writing, mathematics and reading that are proven to have positive impacts on student course success and persistence 2013 TARGET: Finalize plan to institutionalize funding to continue Title III initiatives (DDE, ADAA). 2016 TARGET: Implement emporium math in all developmental math sections. Hire additional math tutors to support emporium math model. Refine the ENG100/110 writing model. Develop a combined ENG100/RDG125 course. Include an information literacy component in reading redesign. Assessment annually conducted by Retention Task Force, ID and DDE and report outcomes included in the comprehensive annual assessment report which comes out of DAA office. Expand specialized academic support and advising for students enrolled in developmental coursework so that 30% (increase of 10% over the current 20%) of students enrolled in at least one developmental education course utilize academic advising or tutoring services three times or more per semester (DDE). 2013 TARGET: Offer current entrepreneurship degree as first online option (DAA).

OBJECTIVE 3. Establish sufficient infrastructure to support rapidly growing online programs 3a. Director of Distance Learning work with Online Task Force to identify specific courses and programs to go online

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2016 TARGET: Implement marketing strategy for online programs (DAA) 2016 TARGET: Conduct feasibility study for increasing 42-hour block program to a fully-online AA degree in General Studies. Assess in 2014 to modify by 2016 (DAA, AA, IR, DSS). 3b. Provide training for faculty in online course development 2016 TARGET: Train faculty to facilitate delivery of online degrees. Assess in 2014 and modify by 2016 for new courses/programs) (DAA, ID, AA, AA, IR, DSS). 3c. Build appropriate assessment mechanisms into online programs and courses 2016 TARGET: Comparative assessment rubrics in place for online programs and courses that are equivalent to measures put into place for traditional seated and hybrid courses. Assess in 2014 and modify by 2016 (DAA, DDE, AA, IR, DSS). 3d. Standardize the presentation structure of online courses as much as possible 2013 TARGET: Presentation structure for online courses standardized (ID). Work with Instructional Designer to achieve standardized formats, delivery, and appearance of 2016 TARGET: 50% of online courses will follow standardized online course and course material structure from a baseline of 0 (DAA). 3e. Utilize GAs from MSU to support instructors who are carrying heavier teaching loads or teaching on 2016 TARGET: GAs identified and utilized with available funding line courses with larger numbers of students support for select classes. Assess in 2014 and modify by 2016 (DAA, DDE, AA, IR, DSS). 3f. Coordinate with Springfield to increase technology infrastructure to meet growing demand 2013 TARGET: As Gohn Hall comes online, work with Springfield to increase bandwidth and other technology resources as needed (DITS). OBJECTIVE 4. Faculty develop process that identifies and prioritizes need for full-time and per-course faculty by subject area Devise comprehensive marketing plan for online programs, with focus on marketing outside traditional recruitment zone; 4a. Develop a process that prioritizes by discipline where new full-time faculty are needed 2016 TARGET: Faculty needs annually identified and prioritized, matched against strategic plan and available budget considerations (DAA, AA, IR, DSS, DE). 2016 TARGET: Determine faculty needs based on enrollment emphasizing new or growth programs (DAA, AA, IR, DE).

4b. Utilize enrollment figures as well as marketing potential for new enrollment pipelines, taking into account specific student numbers (FTEs) by academic area; use demand numbers to justify expansion of faculty numbers in particular areas. OBJECTIVE 5. Faculty develop new and expand current curriculum and programs that are appropriate to the region and provide significant opportunities for career, educational and job advancement 5a. Continue to expand and diversify our offerings in Allied Health 2016 TARGET: Implement the EMS/Paramedic Program w/S. Howell County Ambulance (DAA). 2016 TARGET: Add new degrees/certificates/programs in collaboration with Allied Health Advisory Committee (DAA). 2016 TARGET: Develop strategic hiring plan in collaboration with local health care providers- cost sharing and advisory board input to shape future of Allied Health curriculum and faculty composition (DAA, AA, IR, DE). 5b. Explore expansion of curriculum in AAS programs 2013 TARGET: Conduct feasibility study by year two (DAA). ecotourism, recreation, and leisure agribusiness entrepreneurship

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5c. Expand partnerships and programs within system and with other universities 2016 TARGET: Implement the 3+1 Virtual Media program with University of Central Missouri. Continue 2+2 CFD program with MSU. Promote the AS in Business Studies that is articulated with MSU. Develop 2+2 articulation program for Nursing with MSU. Explore other partnerships with state and regional institutions. (DAA, AA, IR, DE) 2013 TARGET: Source of sustained funding identified and successful proposals funded; sustainable program put in place with funding from various sources; students from present cohort graduated and next cohort begin courses (DAA, AA, IR, DE).

5d. Sustain and expand the Offender Education Program Identify sources of funding that will sustain the successes in the Offender Education Program at the South Central Correctional Facility in Licking Develop a plan for expansion of the program into additional facilities in Missouri Partner with State Department of Corrections, State legislators, and other educational institutions in seeking out and maintaining/researching/expanding efforts in secondary education offender programs including collaboration on identifying/seeking sustained external funding. 5e. Expand the Great Opportunities for Adult Learners (GOAL) program Evaluate the success of the initial cohort groups Add new cohorts Add new GOAL posts to service the entire Ozark region Diversify the GOAL model to additional degree preparation in education and business Collaborate with MSU to develop and deliver BA/BS completion degrees specifically for students in GOAL programs. OBJECTIVE 6. Continually monitor curriculum for relevance and currency 6a. Conduct formal review of general education curriculum 6b. Develop formal plan for regular program review Continue program review in AS and AAS programs with evaluation of program review process Develop formal program review process for AA programs

2013 TARGET: Use results of cohort 1 evaluation to improve curriculum and inform expansion of program (ADAA, IR, AA) 2013 TARGET: Expand to Thayer. 2016 TARGET: Add one new GOAL post per year. 2016 TARGET: GOAL curriculum in Business Management added and piloted with business partnerships. (ADAA, DAA, AA, IR, DE).

2016 TARGET: Coordinate general education review with Springfield (DAA, FS, CC, ID, AA, DDE). 2016 TARGET: Use formal plan to review all programs by 2016 (DAA, ID, AA, DDE, DE).

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CROSS-CUTTING STRATEGY: Culture of Student Learning and Institutional Effectiveness MSU-WP puts students first by making students the central focus of academic and administrative functions; therefore, the campus will adopt assessment and evaluation as the shared basis of action regarding teaching, learning, support services, and administrative functions. Student learning is measured through a formal plan of assessment; likewise, the effectiveness of the institution is measured through a formal evaluation of its administrative functions with continual improvement being the overall objective. OBJECTIVE 1. Continue the cycle of evaluation for administrative department effectiveness TACTICS 1a. Compile a yearly progress report from each administrative department that informs process improvements, budget requests, and personnel decisions. 1b. Establish quarterly meetings with administrative department heads to review evaluation progress 1c. Review process for evaluation of administrative department effectiveness 1d. Provide formal structure for Business Process Analysis to identify and redesign inefficient processes within and across departments OBJECTIVE 2. Assess developmental education 2a. Create a multi-pronged methodology for assessing developmental education that includes readiness, persistence, success in the course sequence, and skill transfer into related courses. OBJECTIVE 3. Close the feedback loop of student learning assessment 3a. Assess learning objectives on the course, departmental, and institutional level and send them to the division chairs as well as discuss them within the department 3b Standardize assessment plans across the course sections and link general education learning objectives to course, division, and institutional assessment processes and then discuss these with the various departments 3c. Collect and analyze assessment data and report results to the Dean, the Assessment Committee, the department heads and the campus at large. 3d. Purchase and implement an assessment management system with e-portfolio capabilities OBJECTIVE 4. Refine the overall student learning assessment plan 4a. Complete the learning assessment plan so that it includes direct/indirect course embedded assessment, student portfolio assessment, standardized testing, and assessment in the capstone courses. 2016 TARGET: Conduct annual reviews of student learning outcomes, including adapting/adding to student learning outcomes as appropriate, align changing core general education requirements of MSU-WP with the educational goals of the total university system, and ensure that learning goals are consistent across all modes of delivery and all locations. (DAA, AA, IR, DDE). 2016 TARGET: Interface academic units between the campuses (MSU-WP and Dalian) and have them review aspects of assessment, curriculum development, learning outcomes, and pedagogies (DAA, AA, IR, DDE) 2013 TARGET: Initiate more concise academic calendar with yearly 2016 TARGET: Increase faculty involvement and leadership in culture of assessment by providing quarterly reports to peers on assessment strategies, desired outcomes, including Gen Ed goals (DAA, AA, IR, DDE). 2016 TARGET: Division chairs analysis of assessment data will be used to refine important aspects of teaching/learning and as a metric to revise and update student learning outcomes. (DAA, AA, IR, DDE). 2015 TARGET: Pursuant to the Title III grant, 300 students will utilize e-portfolios (IR, DAA, AA, DDE). TARGETS/ACCOUNTABILITY 2016 TARGET: 100% of departments will complete the annual SAADE report each year (AC). 2016 TARGET: Deliver summary report to Admin Council and use outcomes in revision/updating of LRP and for self-study plan and to act on recommendations (AC).

2013 TARGET: Generate methodology for assessment and results; develop metrics for persistence, readiness, and skill transfer (DDE, ID, DAA, AA).

4b. Assist the China campus in developing and implementing its assessment plan

OBJECTIVE 5. Promote understanding of assessment activities through regular communication 5a. Institute annual planning days for each department

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5b. Institute biennial planning days with counterparts on Springfield campus benchmarks linked to culture of assessment, program development, and review by faculty committees (DAA, AC, AA, IR, DDE). 2013 TARGET: Put Action Plan into place in collaboration with Provost and Deans of Springfield campus; continue as part of the overall Collaborative University initiative of systemic institutional progress- focus on improving transfer and articulation agreements and course/program consistency (DAA, AC, AA, IR, DDE). 2016 TARGET: Annual assessment over view as part of faculty orientation session at beginning of year; also part of all per course annual orientations- benchmark assessment progress towards institutionwide culture of assessment; review annual academic assessment goals/SLOs (DAA, AA, IR, DDE) 2016 TARGET: Starting 2012, deliver through regular quarterly editions of DAA News and other venues (DAA, AA, IR, ID, DDE). 2016 TARGET: Report with prior academic year assessment activity and recommendations presented to faculty senate annually at beginning of each academic year (AA, DAA). 2016 TARGET: Produce annual institutional research report to campus (IR, DAA, AA).

5c. Ensure that assessment plan is fully understood by faculty full-time and per course

5d. Inform faculty senate on a regular basis about assessment activities Include a section on assessment rubrics and progress reports in the Academic Affairs newsletter Continue report assessment activity to FS monthly and in annual report 5e. Share CLA, CAAP, and CCSSE results each fall with campus community

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CROSS-CUTTING FOUNDATIONAL STRATEGY: Community, Funding, and System Support MSU-WP puts students first by maintaining and expanding interactions with organizations and citizens in the service area and MSU system to foster economic/community development and partnerships. OBJECTIVE 1. Develop new fund-raising initiatives/ strategies and support under-funded existing programs TACTICS 1a. Continue to pursue grant opportunities and private donors TARGETS/ACCOUNTABILITY 2016 TARGET: Increase the 5-year average number of unique private donors per year from 567 to 624 by 2016 an increase of 10% in the 5 year average; increase the number of active grants from 5 in 2012 to 6 by the target year an increase of 10% (DDEV, LS, DAA, AA, DSS, SS).

OBJECTIVE 2. Maintain and expand qualified faculty and staff 2a. Identify ways to sustain salary increases initiated by system in 2012-13 and plan for institutionalization of grant funded positions 2016 TARGET: Increase number of endowed professorships from 2 to a total of 5 (DDEV, DBSS, DAA, CH). 2016 TARGET: Maintain same distance from CUPA faculty salary level and market for staff salaries as faculty and staff salaries on the Springfield campus (CH, AC) 2b. Require and provide the resources for training for support staff in current technology 2016 TARGET: Percent of employee hours enrolled in professional development courses will increase by 2% each year. HR needs to establish a methodology for tracking and establishing baseline data for this target (HR in cooperation w/DITS). OBJECTIVE 3. Expand campus facilities to provide an excellent learning environment and to support enrollment growth 3a. Complete Gohn Hall project 3b. Pursue funding for Hass-Hoover Hall 3c. Continue to participate in the submission of the system-wide prioritized, coordinated annual request for state capital appropriations for new building construction 3d. Perform a facility utilization evaluation to assess current usage and to determine future needs 4a. Incorporate Springfield admission transfer counselor visits into IDS courses at all levels to facilitate the transfer process as early as possible 4b. Create or refine alignment of academic courses and programs 4c. Improve collaboration between WP faculty and SGF counterparts to facilitate the ease of program transfer OBJECTIVE 5. Evaluate internal and intra-institutional communications 5a. Assess current internal communication methods and determine if additional methods are needed. 2013 TARGET: Complete facility utilization evaluation (DBSS). 2016 TARGET: Update Visioning Guide based on evaluation results (biennial) (DBSS).

OBJECTIVE 4. Continue to identify ways to facilitate the transfer of MSU-WP students to Springfield programs 2013 TARGET: Springfield admission transfer counselor presentation will be incorporated into all IDS 110 sections (DAA). 2013 TARGET: Department heads and division chairs will meet with Springfield counterparts at least once (DAA).

2013 TARGET: Conduct an internal communications survey in year one. (DUC, AC). 2013 TARGET: Conduct assessment of communication methods with the Mtn. Grove Shannon Hall campus to take place (DUC, AC). 2013 TARGET: Joint Administrative Council meeting held on the

5b. Assess current intra-institutional communication methods and determine if additional methods are

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needed. OBJECTIVE 6. Demonstrate transparency and accountability to University constituencies 6a. Hold regular communications with constituencies to review programs and priorities 2016 TARGET: One town-hall meeting held each year in addition to interaction with advisory and development boards. (CH) 2016 TARGET: Publish monthly Academic Affairs newsletter that highlights events, milestones, deadlines, and other important information (DAA) 2016 TARGET: Budget and other appropriate documents available online. Ongoing and continuous (DUC, DBSS) 2016 TARGET: Increase the number of Level III technology-enhanced classrooms from 10 in 2012 to 20 by the target year (DITS w/guidance from Instructional Technology Advising Committee). Springfield campus (AC).

6b. Ensure broad availability of information OBJECTIVE 7. Enhance and leverage technology to improve teaching and learning systems 7a. Conduct classroom technology audit 7b. Take advantage of quantity purchase discounts, extended life-cycle replacement periods, and other cost-saving measures 7c. Maintain technology infrastructure at the level required to ensure reliable and secure delivery of services 7d. Conduct annual survey to measure campus community satisfaction with available technology

2016 TARGET: Administer initial survey in Fall 2012 and achieve a 95% satisfaction level with available technology by the campus community by target date. (DITS).

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