STRATEGIC PLAN - University of Louisiana at Monroe · Yesterday. Today. Tomorrow. DR. KAREN BRISKI Head and Professor Basic Pharmaceutical Sciences DR. GLENN ANDERSON ... faculty

STRATEGIC PLAN2016-2021

(rev 2013-2018)

Annual Report 1: 2016-2017

2 Mission

2 Vision

3 Letter from the President

4 Core Values

4 Guiding Principles

5 Significant Achievements

6-9 Challenges, Strategies Long-Term Objectives

10 Assessment Dashboard

11 Comparison Group

CONTENTS

MISSIONThe University of Louisiana at Monroe seeks students who find value in our

programs and prepares them to compete, succeed, and contribute in an ever-

changing global society through a transformative education.

VISIONThe University of Louisiana at Monroe will be recognized among the top 200

universities in the nation for excellence in teaching, research, and innovation,

with an emphasis on the health sciences.

2 UNIVERSITY OF LOUISIANA MONROE

November 1, 2017

The institution that today is the University of Louisiana Monroe (ULM) has changed significantly since the predecessor’s doors opened in 1931. What began as a junior college has matured into a research university and, while it continues to serve the northeastern parishes of the state—arguably the most impoverished region in our nation—ULM has extended its reach to the nation and has evolved as the needs and expectations of its students have changed.

Today’s high school graduates have been joined at ULM by older individuals seeking to acquire the higher education credentials that allow them to change careers, advance in their current profession, or complete studies begun years earlier and interrupted by life’s events. Higher education continues to open doors that lead to more secure, healthier, and prosperous futures.

Shaped by staggering technology advances that were unimagined by previous generations, today’s students expect more than classes taught face-to-face by professors in lecture halls seating hundreds of students. ULM has responded to these changes by offering educational opportunities attuned to workforce needs and by providing courses in the format best suited to our students’ preferences whether they be for face-to-face, online, or hybrid classes.

Our progress has been remarkable and has been guided over the last four years by a strategic plan that was updated last year because we had achieved in three years what many considered a vision unattainable in five years. This first annual report of the plan updated for 2016-2021 summarizes our progress in 2016-2017, the first one following our new vision statement of being recognized among the top 200 universities nationally for education, research, and innovation with an emphasis on the health sciences.

You will see continued operations based on strategies that remain unchanged from the previous plan because they are still pertinent to our situation. But you will also see new strategies regarding research, graduate studies, and online instruction because these topics have emerged to become important for our success.

Read through this report and learn how ULM strives to demonstrate that the Best is on the Bayou. Yesterday. Today. Tomorrow.

Sincerely,

Dr. Nick J. BrunoPresident

DR. NICK J. BRUNOPresident

STRATEGIC PLAN 2016-2017 3

CORE VALUESAs students and members of ULM’s faculty and/or staff, we desire these values at all times. • ACADEMIC FREEDOM We believe that freedom in teaching and research is

critical to ULM’s mission.

• DIVERSITY We value and respect differences because we are enriched

by a broad range of ideas and perspectives

• EXCELLENCE We uphold high standards.

• INTEGRITY We commit to honesty, truthfulness, and rightness of

action. • SCHOLARSHIP We pursue the expansion of knowledge through teaching,

research, and creative works.

• SERVICE We pledge to be courteous, respectful, and positive in our

interactions with others, anticipating and fulfilling their needs.

GUIDING PRINCIPLESAs students and members of ULM’s faculty and/or staff, we believe that applying these principles is necessary for achieving our vision.

• COMMITMENT We commit to the success of our university and our

students.

• ACCOUNTABILITY We acknowledge and assume responsibility for our

actions, decisions, and results.

• INNOVATION We develop and implement creative ideas and solutions.

• EFFICIENCY We pledge responsible stewardship of available resources.

• COLLABORATION We seek partnerships that benefit our university.

• ACHIEVEMENT We get positive results.


SIGNIFICANT ACHIEVEMENTS 2016-2017

ULM was awarded a $1.7 million grant from the National Institutes of Health to support diabetes research

headed by Dr. Karen Briski

An agreement was signed for Academic Partnerships to market six

online programs in education and nursing

Research was conducted to create a brand for the university that would resonate with all constituent groups

past, present, and future

Construction began on a $7 million Event Center that will provide

much-needed space, including a 450-seat ballroom, an 83-seat theatre, an

outside amphitheater, and a practice area for spirit groups

In partnership with the Monroe-West Monroe Convention and Visitor’s Bureau, recreational facilities were

improved with the installation of artificial turf at the softball fields in University Park.

Consolidated Payroll Office into Human Resources Department to

improve communication between the two offices and improve overall efficiency and accuracy of the payroll process. Also, began implementation of web time entry

to modernize payroll process.

A Chief Information Officer, Athletic Director, and Dean of the College

of Health and Pharmaceutical Sciences were hired to provide senior leadership

in their respective areas

Yesterday. Today. Tomorrow.

DR. KAREN BRISKI Head and Professor

Basic Pharmaceutical Sciences

DR. GLENN ANDERSONDean

College of Health & Pharmaceutical Sciences

THOMAS HOOVERCIO and Dean of Library

NICK FLOYDAthletic Director



CHALLENGE Decreased state funding, strong external control of tuition and fee rates, a lack of action to remedy inequitable funding policies, and concern about market sustainability combine to make the financial environment an impressive challenge for ULM’s future.

STRATEGY 1. Transform ULM to

thrive in the inconsistent financial environment. (CBO)

BILL GRAVESChief Business Officer

A INTERNAL ORGANIZATIONAL STRUCTURE Determine the optimal financial organizational structure for ULM and

implement. PROGRESS TO DATE H H H

The organizational structure of the university continues to be monitored. The Office of Public Information was renamed the Office of Marketing and Communication to reflect its expanded role.

B FINANCIAL SUSTAINABILITY FOR THE ACADEMIC PROGRAM MIX

Develop and implement a Financial Sustainability Review process. PROGRESS TO DATE H H

Data collection has been completed and a formal report will be developed and distributed to the President and Vice President by Spring of 2018.

C INSTITUTIONAL AUTHORITY AND CONTROL FOR TUITION Report on tuition rates throughout the region and on differential tuition

rates. PROGRESS TO DATE H H

Collection of data on regional tuition rates is complete. Review of the data should be complete in Fall of 2017 and recommendations developed by the review committee.

D NEW REVENUE STREAMS Develop strategies to expand all revenue streams. PROGRESS TO DATE H H

New strategies are being developed that include discounted online tuition rates that will ultimately increase enrollment and revenues. Initial implementation will occur in Spring of 2018. External grants have provided significant funding for University Park and Brown Stadium renovations.

E ATHLETICS Promote attendance and support of ULM athletic teams while

maintaining a balanced budget. PROGRESS TO DATE H H

Planning is complete and financing secured for renovation of Brown Stadium and the track. Project should be complete in Spring of 2018. Plans are also being developed for an athletic treatment room at Malone Stadium. A new athletic director was hired in Summer of 2017.

Not yet begun: will be addressed later in the plan’s period of operationH Some progress: has begun and initial advancement is being madeH H Substantial progress: most actions are underwayH H H Institutionalized: has been incorporated into regular university operations

LEGEND

LONG-TERM OBJECTIVES*


A ACADEMIC PROGRAM PORTFOLIO Implement an academic program review process.

PROGRESS TO DATE H H

The process for reviewing academic programs was reviewed and updated to ensure use of results in a closed, continuous-improvement cycle.

B ACADEMIC INFRASTRUCTURE Design an infrastructure to support high-quality faculty.


Nationally-recognized faculty members were hired as endowed chairs in nursing and music. The Academic Innovation Center implemented faculty programming, including competitively awarding grants for faculty-led projects that produce innovation.

C TARGETED STUDENT POPULATION Implement a marketing and recruitment plan to approach and maintain

program capacity levels.


A marketing study was contracted to assess preferences and gather data about likely online students in the region. Results were received late in the academic year, so development of the marketing and recruitment plan was delayed.

D PEDAGOGICAL STRATEGIES Implement student-centered, hands-on and minds-on pedagogical

strategies.

PROGRESS TO DATE H After attending the Southeast Regional PULSE institute, Biology

faculty embedded metacognition instruction in active learning laboratories. Dr. Saundra McGuire, Director Emerita of the Center for Academic Success at LSU-BR delivered a keynote speech and two workshops on this topic during the Fall 2016 University Week.

CHALLENGE The need to maintain relevance to regional employers, the flat or slightly decreased trend in traditional student population, the new experiences and expectations of our students, and the increased presence of for-profit providers and larger, better-funded public institutions of higher education force ULM to operate in a dynamic and competitive environment.

STRATEGY 2. Position ULM to adapt

to the rapidly-changing educational environment. (VPAA)

E ONLINE INSTRUCTION Become the institution of choice for post-traditional learners within 100

miles of Monroe

PROGRESS TO DATE H A contract was signed with a leading online program management

company to market and support six program in education and nursing.

F RESEARCH Increase the revenue stream for the university.


The Office of Sponsored Programs and Research expanded by three people, and its budget was increased to support grant writing. The return of indirect cost to PIs, schools, and colleges was restarted. The value of ULM’s intellectual property is being assessed.

G GRADUATE ENROLLMENT Increase graduate enrollment and expand offerings to qualify for SREB

Four-Year 2 status.

PROGRESS TO DATE H Processes were streamlined to minimize graduate school admission

times. Marketing initiatives instituted include overhauling faculty websites, creating informational fliers for prospective student inquiries, and holding recruitment seminars for ULM students.

ERIC PANIVP Academic Affairs


CHALLENGEIn a buyer’s market, the quality of service experienced by customers influences their likelihood of return (loyalty). Higher education is definitely a buyer’s market these days, and, despite our resistance to that notion, students are our customers. Furthermore, the success of a university is increasingly being measured not by graduation rates or degrees produced but by employer satisfaction with alumni and by alumni achievement.

STRATEGY 3. Improve those critical

elements leading to student success--from application through graduation and beyond. (EVP)

A STUDENT/ACADEMIC SUPPORT SERVICES Student/academic support services—Improve advising, enrollment

management processes, and student advocacy.


TALON, an advising aid to identify students at risk of failing to progress academically, is in the test phase for limited implementation for Spring advising. This ULM-developed system is expected to improve student retention and graduation rates and will reduce faculty advising loads, freeing them for teaching and research. Enrollment management has implemented Recruit, a powerful software platform that will help ULM find, engage, and enroll our next class of students.

B CRITICAL SKILLS NEEDED BY STUDENTS Identify skill sets for academic success and workforce success.


A new course focused on the development of workforce skills such as team building and communication was developed by faculty and staff. It is being considered by the University Curriculum Committee for offering in Spring 2018.

C LONG-TERM RELATIONSHIPImprove university communication over the range from prospect to alumnus and improve alumni commitment to the university.


A new Director of Alumni Affairs was hired in November 2016. The design for the new alumni center was approved and private funds were secured for its construction. Work on the site will begin in Fall 2017.

D TECHNOLOGY Implement best practices in IT, including sustainability as well as support

to academic and student services.


ULM searched and hired its first Chief Information Officer who began work in October of 2018. An in-house data warehouse and dashboard is being developed to provide easy access to historical data. New software for video capturing of lectures was purchased and installed

STEPHEN RICHTERSExecutive Vice President



Not yet begun: will be addressed later in the plan’s period of operationH Some progress: has begun and initial advancement is being madeH H Substantial progress: most actions are underwayH H H Institutionalized: has been incorporated into regular university operations

LEGEND



CHALLENGE For years, ULM has operated as a hidden gem on the bayou. Its quality programs and dedication to student learning have produced alumni who have gained success at the state, national, and international levels—in the health and applied sciences, in business and industry, and in government and military service. It must now stand up and proclaim its successes, providing evidence of its achievements.

STRATEGY 4. Achieve recognition of our

vision. (VPSA)

A DEFINITION AND MEASUREMENT OF VISION Develop performance metrics for the terms the terms top 200

universities in the nation, and excellence in teaching, research, and innovation.


A new peer group was identified based on this plan’s revised vision statement, and performance metrics were identified based on variables included in the U.S. News and World Report college rankings.

B OPERATIONAL PERFORMANCE AND CONTINUOUS IMPROVEMENT CYCLE

Improve and institutionalize continuous improvement cycles throughout the university.

PROGRESS TO DATE H H H

The process for reviewing academic programs was reviewed and updated to ensure use of results in a closed, continuous-improvement cycle.

C COMMUNICATION AND MARKETING PLAN Develop a communication and marketing plan that will address both

internal and external constituencies.


The Office of Public Information has been renamed The Office of Marketing and Communications to more accurately reflect the scope of responsibilities provided within the department. Extensive research and collaboration was conducted to create a brand that would represent the university and develop a campaign that would speak to the past, the present, and future constituent groups

D ACKNOWLEDGEMENT OF ACHIEVEMENT Implement an employee recognition program.

PROGRESS TO DATE H H H

To reward their successes, an employee recognition program was developed during the Fall 2013 semester. That program was implemented during Spring 2014. (Completed in 2014)

CAMILE CURRIER VP Student Affairs


ASSESSMENT DASHBOARD 2016-2017


Andrews UniversityAshland UniversityAzusa Pacific UniversityBenedictine UniversityCalifornia State University-FresnoCalifornia State University-FullertonGardner-Webb UniversityLesley University

Louisiana Tech UniversityPace UniversityRobert Morris UniversityShenandoah UniversitySuffolk UniversityTennessee Technological UniversityUniversity of HartfordWidener University

Relationship of assessment metrics to strategic plans strategies and long-term objectives

COMPARISON GROUPCarnegie R3 Universities Ranked 180-220 in 2017 US News and World Report College Rankings

METRIC STRATEGY LONG-TERM OBJECTIVE

Full-time fall freshmen cohort retention to Year 2

3. Improve those critical elements leading to student success

B. Critical skills needed by students

6-year graduation rate, first-time degree-seeking undergraduate cohort

3. Improve those critical elements leading to student success

B. Critical skills needed by students

Ratio of total enrollment for fall to total number of full-time instructional staff

2. Position ULM to adapt to the rapidly-changing educational environment

D. Pedagogical strategies

Average monthly salary for all full-time instructional staff


B. Academic infrastructure

Instruction expenses per FTE 1. Transform ULM to thrive in the inconsistent financial environment

B. Financial sustainability for academic program mix

Research expenses per FTE 1. Transform ULM to thrive in the inconsistent financial environment

B. Financial sustainability for academic program mix

Student support expenses per FTE 3. Improve those critical elements leading to student success

A. Student/academic support services

Academic support expenses per FTE 3. Improve those critical elements leading to student success

B. Student/academic support services

Total Enrolled as % of Total Applied Fall First-Time Degree-Seeking Undergraduates


C. Targeted student population

75th Percentile Composite ACT Score Fall First-Time Degree-Seeking Undergraduates


C. Targeted student population

Federal operating grants and contracts 1. Transform ULM to thrive in the inconsistent financial environment

D. New revenue streams

Member of the UL System | AA/EOE

See www.ulm.edu/strategicplanning for the complete strategic plan and all annual reports.

Documents

STRATEGIC PLAN - University of Louisiana at Monroe · Yesterday. Today. Tomorrow. DR. KAREN BRISKI Head and Professor Basic Pharmaceutical Sciences DR. GLENN ANDERSON ... faculty