university of arkansas at monticellouam-web2.uamont.edu/hlc/pdf/strategicplanreview2013-2014.pdf ·...

University of Arkansas at Monticello Review of 2013-2014 Strategic Plan

TABLE OF CONTENT

Page Schools and Divisions

School of Agriculture ................................................................................................................. 1 School of Arts and Humanities ........................................................................................... ..... 9 School of Business....................................................................................................................17 School of Computer Information Systems...............................................................................27 School of Education ................................................................................................................35 School of Forest Resources and Arkansas Forest Resource Center ........................................45 Division of General Studies .....................................................................................................51 Intercollegiate Athletics ...........................................................................................................55 Library ......................................................................................................................................61 School of Mathematical and Natural Sciences ........................................................................69 Division of Music ..................................................................................................................... 79 School of Nursing .....................................................................................................................85 School of Social and Behavioral Sciences ................................................................................95 College of Technology-Crossett .............................................................................................103 College of Technology-McGehee .......................................................................................... 127

Administrative

Academic Affairs ................................................................................................................... 137 Division of Advancement and University Relations .............................................................. 143 Finance and Administration .................................................................................................. 151 Media Services ...................................................................................................................... 159 Division of Student Affairs .................................................................................................... 163 Office of Registrar ..................................................................................................................189

Membership of 2014-15 Strategic Planning Steering Committee

Jack Lassiter, Chancellor Jimmie Yeiser, Provost/Academic Affairs Gregory Borse, Arts and Humanities, Assembly Chair Morris Bramlett, Mathematics and Natural Sciences Jim Brewer, Media Services Kelly Bryant, Agriculture Sandra Campbell, Library Sharon Cantrell, Workforce Training Richard Clubb, Social and Behavioral Sciences Carol Dolberry, Registrar Peggy Doss, Education Ranelle Eubanks, General Studies Laura Evans, Nursing Brian Hairston, Computer Information Systems Ted Hammett (Chair) Jay Hughes, Student Affairs Louis James, Business Jay Jones, Finance and Administration Scott Kuttenkuler, Residence Life Chris Ratcliff, Athletics Linda Rushing, College of Technology-Crossett Mark Spencer, Arts and Humanities/Music Phillip Tappe, Forest Resources Bob Ware, College of Technology-McGehee Mary Whiting, Admissions Linda Yeiser, Advancement and University Relations

Strategic Plan Review 2013/14

School of Agriculture UAM is Dedicated to Providing Educational Opportunities

Strategic Goals Objectives Outcomes Enhancement of Resources Recruit, develop, and retain a quality faculty and staff.

Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Enhance the research environment for faculty and students. Improve internal and external communications. Improve employment opportunities. Develop internal and external resources. Recruit, retain and graduate students.

o See page 2

Enhancement of Academics Improve academic quality standards Increase opportunities for faculty/student research and creative

activities and increase experimental and service learning opportunities.

Improve internal and external communications. Provide the latest technology to our students and faculty. Enhance UAM’s image.

o See page 6

Enhancement of Quality of Life Accommodate the diverse needs of students. Develop and implement a comprehensive student retention plan. Promote healthy lifestyles for students, employees, and

communities.

o See page 8

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School of Agriculture Strategic Goal 1: Enhancement of Resources

Objectives Strategy Outcomes 1.1 Recruit, develop, and retain a

quality faculty and staff. 1.1 Maintain and expand collaboration

with Southeast Research and Extension Center and other branches of the University of Arkansas System.

Terry Spurlock served on graduate committees and assisted graduate students from Forest Resources and Arkansas State University. Dr. Francis and Dr. Stark provided support to community and heirloom industry including Tomatoes at the Trotter which was a collaborative effort with CES. Dr. Bryant collaborated with Forest Resources on a water quality grant.

1.2 Build partnerships through networking and collaboration.

1.2A Host a quality annual event for alumni.

During UAM homecoming the Ag Club hosted a tail gating for alumni. This was the first year current students participated in an event for alumni.

1.2B Increase dollars available for scholarships.

This year the Crossett Riding Club awarded a $500 scholarship for the first time. One of our students won the coveted Arkansas State Plant Board Scholarship worth $5,000. The Bob White Foundation was a good partner again this year.

1.2C Increase our collaboration efforts with local and state Future Farmers of American (FFA) programs.

The School of Agriculture was approached by the State FFA Office seeking a sponsor for the state forestry competition. It was decided to not participate in this year’s state convention, due primarily to the high cost of attending. We had a booth at the Ashley County Ag Day Festival.

1.3 Enhance the university’s image, visibility, and influence.

1.3A Enhance student interaction with the agriculture industry and UAM alumni.

The Ag Club took responsibility for hosting this year’s annual event for alumni. Two alumni cooked for and spoke at our fall picnic. Field trips were taken to the Rohwer Research Station, the Delta Conservation Demonstration Center, and the State Capital.

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Objectives Strategy Outcomes 1.3 Enhance the university’s image,

visibility and influence. 1.3B Offer continuing education classes

to the industry. The Desha/Drew Cattlemen’s Association met at the Agriculture Building monthly with invited speakers providing education and information on current issues. Webinars and seminars on cover crops, crop insurance and the new farm bill were offered to the public. Best Care training and Pesticide Applicator training was also offered again this year. Dr. Whitworth organized Horse Tails to educate 2nd graders about horses. The Drew County Extension Office was temporarily housed in the Agriculture building and performed various continuing education programs.

1.4 Enhance the research environment for faculty and students.

1.4 Maintain and expand collaboration with Southeast Research and Extension Center (SEREC) and other branches of the University of Arkansas System.

Dr. Terry Spurlock joined SEREC bringing expertise in Plant Pathology and Site Specific Agriculture. Dr. Spurlock was a guest lecturer and sponsored a Summer Internship. Dr. Bryant cooperated with Hal Liechty of Forest Resources to secure grant funds to begin water quality work on Bayou Bartholomew. Dr. Francis initiated a study with Chris Henry on irrigation, deep tillage and soil amendments. Forest Resources used SEREC resources for bio-fuels work and the School of Ag used Forest Resources lab and classroom space for water quality testing and entomology class.

3


Objectives Strategy Outcomes 1.5 Improve internal and external

communications. 1.5A Enhance the Division webpage to

meet the needs of prospective students.

Cooperated with UAM webmaster to update our webpage. Photos from the School of Agriculture were used routinely throughout the year on UAM’s main page.

1.5B Publish a periodic e-mail called “Neat Stuff from SEREC/UAM.” Send it internally and externally.

Last year we published 10 “Neat Stuff” e-mails on various topics related to work at SEREC/UAM.

1.6 Improve employment opportunities.

1.6A Expand professional summer internship activity.

We had one internship in the summer, 5 in the fall and 2 in the spring. , for a total of 8 for the year. We currently have 2 for this summer with Optimum Agri and 5 enrolled for internship class for Fall 2014. Farm Credit Services is a new addition to our internship providers.

1.6B Increase collaboration with Forestry/ Math and Science/ Business regarding employment and internship opportunities.

We continue to have Forestry students enrolled in agriculture classes. Dr. Lynn Thompson, Emeritus Professor from Forest Resources, taught our Entomology class for students wanting careers in entomology. We assisted Math and Science with student poster presentations.

1.7 Develop internal and external resources.

1.7 Add a portable wireless computer lab to teach agriculture computer classes.

This year the ag building went wireless. We have learned to use the Wi-Fi and some bugs have been worked out. Dr. Francis encouraged students to bring their own laptops to his Special Topics class for use on classroom instruction and assignments.

1.8 Recruit, retain and graduate students.

1.8 A Manage our scholarship resources to attract and retain good students.

Scholarship resources maintained and expanded for deserving students. Our students were quite successful this year in winning scholarship awards.

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Objectives Strategy Outcomes 1.8 Recruit, retain and graduate

students. 1.8 B Organize a structured recruiting

effort aimed at captive audiences of high school students with a high probability of interest or success.

Coach Jones awarded scholarships and recruited at the area high school rodeo. The school of agriculture manned the concession stand at the Crossett PRCA rodeo. We hosted junior high students from Drew Central School who tested high for agriculture on a skills/interest test.

5

School of Agriculture Strategic Goal 2: Enhancement of Academics

Objectives Strategy Outcomes 2.1 Improve academic quality

standards 2.1A Enhance our student’s ability to

communicate both written and orally through class assignments.

All professors encourage and promote good writing skills to students by wide spread use of essay questions, term papers, open response questions and oral presentations.

2.1B Increase our efforts in assessment such as the use of pre-tests and other good measures of success.

We continued with our series of pre-tests and post-tests in select classes.

2.1C Enhance the professional writing and speaking skills of agriculture students.

Some students participated in a local Farm Bureau Discussion Meet. Two students served as spokesmen for the School of Agriculture at the Student Government Association. Eight students participated in the Ag Economics Quiz Bowl in Dallas.

2.2 Increase opportunities for faculty/student research and creative activities and increase experimental and service learning opportunities.

2.2A Enhance student interaction with the agricultural industry.

The Desha/Drew Cattleman’s Association gave memberships to two students. Those students each attended at least one meeting of the Association. Daniel Bowers participated in the GEAPS annual meeting and trade show. Representatives for Mississippi State Vet School met with interested students. Senior Seminar had invited speakers. Groups of students attended the Cattleman’s Spring Conference and our Beef and Forage Field Day.

2.2B Use workshops and short courses offered by industry and universities as special problems for college credit.

This year we laid the ground work to offer a one hour special topics course in the fall based on participation on the Beef Cattle Short Course offered at Texas A&M.

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School of Agriculture Strategic Goal 2: Enhancement of Academics

Objectives Strategy Outcomes 2.2 Increase opportunities for

faculty/student research and creative activities and increase experimental and service learning opportunities.

2.2C Expand professional summer internship activity.

A record number of student internships were available last year with several employers interested in expanding their offerings. One student submitted a Student Undergraduate Research Fellowship proposal but was not successful.

2.2D Explore the possibility of a class centered on a tour of agricultural production, processing and/or marketing facilities.

No activity to report.

2.3 Improve internal and external communications.

2.3A Utilize the news media to highlight our success.

The Advance, Monticello Live and UAM Media continue to cover and promote the School of Agriculture and UAM Rodeo Team.

2.3B Enhance the Division webpage to meet the needs of current students.

Continues to serve its purpose. Had correspondence with students through the Ag page requesting information about the School of Agriculture program. Agriculture curriculum is up to date on the website.

2.3C Conduct a systematic review of course content in non-agriculture courses required for our degree options.

Informal discussions with students and a formal exit survey were administered to gain student perception on agriculture courses.

2.4 Provide the latest technology to our students and faculty.

2.4 Develop coursework in site specific agriculture.

Dr. Francis taught a special topics course on this topic. Interest level was high.

2.5 Enhance UAM’s image. 2.5 Expand professional summer internship activity.

Internships were completed and a continued interest shown for the upcoming summer.

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School of Agriculture Strategic Goal 3: Enhancement of Quality of Life

Objectives Strategy Outcomes 3.1 Accommodate the diverse

needs of students. 3.1A Organize activities around Rodeo

weekend. Tickets were given to the local elementary students for free admission to the UAM Rodeo. Coach Jones spoke at local civic organizations.

3.1B Increase our efforts in assessment such as the use of pre-tests and other good measures of success

Dr. Stark co-authored some work on learning styles relevant to technology at the NACTA meeting in June 2013 in Blacksburg, VA. He presented a poster, “Assessing Student Learning Outcomes Across Disciplines: Time Series Grade Distributions for Agricultural Core Courses Within a Small State University Program of Agriculture”.

3.2 Develop and implement a comprehensive student retention plan.

3.2A Host a quality annual recognition banquet for students, their families and supporters.

The annual awards banquet was held and a good attendance again this year. Approximately 65 people were in attendance. Pictures posted on Facebook of the event went viral, with almost 3000 views.

3.2B Enhance our fall picnic to kick-off the academic year.

The picnic was well attended by incoming freshman, rodeo students, and current students. Two alumni spoke at the picnic and also assisted with grilling. Door prizes were added as another incentive to attend.

3.2C Enhance our student’s first year experience.

Students continue to have a positive first year experience.

3.3 Promote healthy lifestyles for students, employees, and communities.

3.3A Maintain our role as mentors for our students.

Another good year of student/advisor relationships in the School of Agriculture.

3.3B Host an annual event for Division of Agriculture alumni.

School of Agriculture Agri Club along with Alumni held the Annual Chicken Dinner Sales in November for the Robert Kirst Scholarship. Agri Club hosted the annual tailgating event at UAM Homecoming in October 2013.

3.3C Take more leadership in the Agriculture Alumni Society.

The Dean met with a small group of alumni who are interested in taking a more active role in supporting the school.

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Strategic Plan Review 2013/14 School of Arts and Humanities

UAM is Dedicated to Providing Educational Opportunities

Strategic Goals Objectives Outcomes Enhancement of Resources Recruit, develop and retain a quality faculty and staff.

Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Develop internal and external resources. Recruit, retain and graduate students.

o See page 10

Enhancement of Academics Improve academic quality standards. Share academic opportunities across units. Increase opportunities for faculty/student research and

creative activities and increase experimental and service learning opportunities.

Improve internal and external communications. Provide the latest technology to our students and faculty. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 13

Enhancement of Quality of Life Accommodate the diverse needs of students. Develop and implement a comprehensive student retention

plan. Promote healthy lifestyles for students, employees, and

communities

o See page 15

9

School of Arts and Humanities Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Apply to Fulbright/IIE to host two

Fulbright International Teaching Assistants (FLTA).

Target met.

1.1B Determine critical-need areas and seek qualified Graduate Assistants through class announcements and advertisements.

Target met. GA employed in Communication. GA employed in Music. Two MFA students employed as English Graduate Assistants.

1.1C Continue to seek Faculty Mentors for MFA program as necessary. Their qualifications should meet AWP Hallmarks of at least one book, graduate degree, and successful university teaching experience.

Target met. An adequate number of Mentors employed and all with credentials meeting AWP Hallmarks.

1.1D Hire a tenure-track Assistant Professor of Communication with a specialization in Applied Communication.

Need for position being re-visited. Position frozen.


1.2 Enhance communication and collaboration with secondary schools in the region with the purpose of recruiting and of enhancing the preparation of high-school students for college.

Ongoing goal. Will continue to work with ERZ. We plan to host best-practices workshops in 2014-15.

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Objectives Strategy Outcomes 1.3 Enhance the university’s

image, visibility, and influence. 1.3 Plan and organize events that

attract the public and particularly high-school students.

Target met. Hosted high-school debate tournament. Hosted Foreign Language Festival. Hosted art exhibitions.


1.4A Generate funds from custom-published Composition, World Literature, and Spanish texts with the purpose of using funds in ways that will benefit significant numbers of students and faculty.

Target met.

1.4B Prepare for Higher Learning Commission re-accreditation visit.

In progress. Significant contributions from Arts and Humanities—two subcommittee chairs and two faculty members on subcommittees.

1.4C Implement MFA in Creative Writing. Target met. Program successfully implemented.

1.4D Maintain the size of the debate team.

Target met.

1.4E Seek Curriculum and Standards approval of concentration in Applied Communication.

Goal not pursued yet. Waiting to have new faculty in place. Will pursue in next academic year.

1.5 Recruit, retain, and graduate students.

1.5A Increase number of Modern Languages majors.

Target almost attained. 18 majors.

1.5B Increase number of graduates in Communication and Art.

Target exceeded. 6 graduates in Art.

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Objectives Strategy Outcomes 1.5 Recruit, retain, and graduate

students. 1.5C Increase the number of

Communication, Art, and English majors.

Target met in Art and English. Not in Communication.

1.5D Reach program viability standard for graduates in Modern Languages.

Target met. 10 graduates anticipated in 2014.

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School of Arts and Humanities Strategic Goal 2: Enhancement of Academics


standards. 2.1A Revise and update the custom-

published Comp I and II text or replace with standard commercially published text.

In progress. The decision-making process will continue into the coming academic year.

2.1B Continue to Pilot McGraw-Hill online remediation program.

We have continued to pilot this program and likely will continue to do so until adequate data have been collected.

2.1C Further revitalize the English program by placing emphasis on close readings, theory, grammar, and writing.

In progress. An ongoing goal. Assessment data suggest progress.

2.1D

Assure quality and academic standards of online classes.

Progress being made. Ongoing goal. New faculty is well trained.

2.2 Share academic opportunities across units.

2.2 Promote the interdisciplinary film-studies concentration and the professional-writing concentration within the English major.

Not much progress but we are discussing expanding and strengthening the professional-writing concentration.


2.3A Develop additional articulation agreements with off-campus sites for placement of Communication interns.

An ongoing goal.

2.3B Support faculty professional growth. Target met. More faculty travel to professional meetings than ever before.

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School of Arts and Humanities Strategic Goal 2: Enhancement of Academics


faculty/student research and creative activities and increase experimental and service learning opportunities (Continued).

2.3C Create a “reading” series for students and faculty who wish to give presentations of scholarly or creative work, especially in preparation for giving presentations at regional or national conferences.

Target met. In Spring Semester 2014, Writing Center Consultants (tutors) gave presentations prior to their presenting at a Writing Center conference in Stillwater, Oklahoma.


2.4 Revise and keep updated SAH “Let’s Communicate” web page.

Target met.


2.5 Increase number of “SMART” classrooms.

No progress this year but a long-range goal.

2.6 Accommodate the diverse needs of students.

2.6A Maintain offerings in Japanese language and culture.

Target met. Two Japanese classes offered each semester.

2.6B Maintain offerings in Latin classes. Target met. One Latin class offered each semester. 2.6C Offer an adequate variety of French

classes to serve Modern Language majors, French minors, and BA students.

Target met. Six French classes offered each semester.

2.6D Maintain offerings of German classes. Target met. One German class offered each semester.

2.6E Offer Special Topics Art courses related to regional internship opportunities.

A continuing goal.

2.7 Enhance UAM’s image. 2.7 Continue series of nonmusical plays. Target met. Play performed in January 2014.

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School of Arts and Humanities Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1A Expand offerings of online classes,

including upper-level classes in all disciplines.

Target met. New online offerings include ENGL 4683 Seminar in writing and ENGL 4723 Contemporary Poetry.

3.1B Maintain offerings of night sections of general-education required courses in composition.

Target met. Composition I and II offered Fall and Spring Semesters.

3.1C Expand the number of hybrid courses.

Target met. New hybrid offerings in English each semester.


3.2 Retain SAH students through a variety of strategies.

Awaiting data to determine retention rates.


3.3A Support activities of student organizations and honor societies: The Creative Society, Journalism Club,, Sigma Tau Delta, Delta Zeta Epsilon, Alpha Chi.

Goal achieved. Support lent to Delta Zeta Epsilon and Alpha Chi. Sigma Tau Delta re-activated.

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School of Business UAM is Dedicated to Providing Educational Opportunities

Strategic Goals Objectives Outcomes Enhancement of Resources Maintain a quality faculty and staff.

Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Improve internal and external communications. Enhance networking opportunities.

o See page 18

Enhancement of Academics Improve academic quality standards. Recruit retain and graduate students. Accommodate the diverse needs of students. Maintain a learning outcomes assessment program that complies

with ACBSP.

o See page 22

Enhancement of Quality of Life Accommodate the diverse needs of students. Develop and implement a comprehensive student retention plan. Encourage faculty support of and participation in student

organizations

o See page 25

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School of Business Strategic Goal 1: Enhancement of Resources

Objectives Strategy Outcomes 1.1 Maintain a quality faculty and

staff. 1.1A Maintain and enhance the School of

Business reputation by requiring that all faculty be members of at least one professional organization

All faculty have memberships in at least one professional organization

1.1B Expand, enhance and support faculty scholarship

Several faculty members have attended professional development seminars during the year

1.1C Maintain a minimum of 90% proficiency on academic qualified status.

Seven faculty members are terminally qualified and one is professionally qualified.


1.2 Expand academic collaboration with colleagues at other universities.

Dr. Graber had attempted to co-author a paper with a faculty member at Middle Tennessee State University. However, he left the University, and apparently lost interest in the paper. Dr. Clayton Partnered with Dr. Jeni Logan, Center Director at Southern Arkansas University, on a concurrent session at REAL Econ for All (Relevant, Engaging, Activity-based Learning), July 17-18, 2013 Little Rock Arkansas. REAL, a recent endeavor of Economics Arkansas, is a two-day conference featuring several concurrent sessions. K-12 educators received professional development credit. Session was Noodle-nomics: Illustrating Supply and Demand Concepts with Pool Noodles (grade level 6-12), a session featuring interactive lessons on supply and demand using pool noodles.

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image, visibility, and influence. 1.3A Improve local visibility by developing,

delivering, and improving continuing education workshops to the local and regional business & professional.

This is an ongoing process. Four workshops for school teachers are done each year to enhance economic education in the public schools. A faculty member has through contacts with local area schools as spoken to high school students. Dr. Clayton did two presentations at REAL Econ for All (Relevant, Engaging, Activity-based Learning), July 17-18, Little Rock Arkansas. REAL, a recent endeavor by Economics Arkansas, is a two-day conference featuring several concurrent sessions. K-12 educators received professional development credit

Sessions were:

Entertaining Economics: Economics in the Movies, grade level 6-12. A session demonstrating how core economic concepts can be developed through examples from movie clips.

Economic Concepts and U.S. History, grade level 9-12. A session that examines events in U.S. history as a series of choices based on costs and benefits, featuring lessons and concepts from the CEE publication Focus: Understanding in U.S. History; the supplemental history text Economic Episodes in American History, and clips from the History Channel series The Presidents.

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Objectives Strategy Outcomes 1.3B Build community relations by faculty

participation in community groups. Several faculty members in the School of Business are members of the Rotary club The Financial Management Association has fundraisers to benefit the PAWS Animal Shelter at least once a year. We had on in the fall, and are having another this spring. One of our faculty members Serves on the Warren Planning Commission, and serves as the Warren Police Department Chaplain


1.4A Improve external communications with stakeholders.

Online newsletters are being considered

1.4B Administer a periodic survey of business alumni every three years.

Survey ready to go out. Finzlizing alumni email addresses.

1.4 Improve internal and external communications.(continued)

1.4C Maintain a permanent email address data base for graduation class.

Each semester each faculty member as part of the initial sign up in the classroom attendance has the student put a permanent e-mail address beside their name to ensure a current point of contact for future interaction.

1.5 Enhance networking opportunities for students.

1.5A Use ‘Business Day’ and other activities to expand student exposure to speakers from the business community.

Business Day was held in the fall of 2013 The Financial Management Association invites guest speakers to speak at its meetings. The guest speakers are leaders in the Southeast Arkansas business community.

1.5B Conduct class projects that benefit local businesses.

Union Bank, Trico Chemicals. Conducted class project with the Arkansas Small Business and Technology Development Center for Business Communications

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Objectives Strategy Outcomes 1.5 Enhance networking

opportunities for students (Continued).

1.5C Improve student placement through, internship, job fairs and industry contacts.

Two students currently doing internships – one with local CPA firm and one with Arkansas Small Business & Technology Development Center Speakers from accounting industry are brought to IMA meetings several times during the school year. A couple of business organizations (Union Bank, Edward Jones) have been approached about the possibility of student internships.

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School of Business Strategic Goal 2: Enhancement of Academics


standards 2.1A Maintain a continuous improvement

assessment program for the School of Business.

Pre-test/post-test results are retained over the years. Dr. Graber is currently attempting to write an article for an economic education journal using pre-test/post-test results.

2.1B Continue to pursue accreditation with Association of Collegiate Business Schools and Programs (ACBSP).

Initial self-study report has been completed awaiting final approval for submission to the ACBSP

2.1C Develop a program of junior and senior student participation in research activities.

Union Bank research project.

2.1D Monitor our curriculum in view of accreditation standards and common practice, with revisions in the business core, concentration requirements, and courses as necessary.

Initial self-study report has been completed awaiting final approval for submission to the ACBSP We did revise the business administration concentration this year, by renaming it general business and by making the program more flexible (Dr. Patterson)

2.1E Conduct a periodic survey of business alumni

The survey is ready, just entering the last semester's email addresses.

2.2

Recruit, retain and graduate students.

2.2A Expand student recruiting with faculty serving as speakers at high schools to promote School of Business programs.

Fordyce High School, Warren High School

2.2B Use Introduction to Business class as a recruiting tool to attract undecided students’ interest in business.

Students from other disciplines who took Macroeconomics subsequently change their major to business. In the future, I will monitor the number of students who change their major to business after taking Macroeconomics. A faculty member has developed a plan to track and monitor students coming into class for recruitment.

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students. (Continued) 2.2C Establish a series of School of

Business social events. IMA has had three social events this year. Christmas/Holiday Party for all SOB students

2.2D Expand and increase student interest in School of Business organizations.

IMA actively recruits members each semester. Currently enrollment is 20-25 students. Membership in the Financial Management Association has increased this year. It is particularly encouraging that some sophomores and juniors are attending FMA meetings.

2.2E Encourage and help members of student organizations attend conferences.

IMA will be send two students to the annual conference in Minneapolis, Minnesota. This is made possible due to the funds from the Centennial Circle. The FMA is attempting to get one or more students to present papers at annual conferences.

2.2F Publicize alumni Success stories in certification and in the profession.

Online newsletter is being considered


2.3A Maintain a retention plan for the School of Business

Several ideas are being considered in encouraging students to be owners of their education

2.3B Provide flexibility of schedules by offering online, intersession, night classes and CIV classes.

Online Marketing special topics class A new online course will be offered Summer II – Principles of Managerial Accounting. Dr. Graber is presently teaching an evening course.

2.3C Recognize student academic achievements

Each year there is an honors banquet recognizing those students who have excelled in the previous semesters as well as award scholarships to those who will be attending in the next year.

2.3D Make a recruiting documentary focusing on the first-time college student.

While this might still be in the long term plans, the class that would be doing this had a different project in the Spring semester.

2.3E Study the feasibility of a business alumni organization.

Ongoing study

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Objectives Strategy Outcomes 2.4

Maintain a learning outcomes assessment program that complies with ACBSP.

2.4 Faculty in each course is to prepare a self-assessment instrument to assess the learning achieved by the students in their respective courses.

Pre-test/post-test results are retained every semester. In addition, we are currently keeping track and comparing the results of student performance on tests printed in Garamond and Times New Roman type.

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School of Business Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 Develop events dealing with business

etiquette, business and social skills. Banquest was held in October 2013.


3.2A Have annual student social events. BBQ was in May 2013. Christmas/Holiday part for all SOB students. IMA had three social events this year. The FMA is planning an end-of-semester celebration.

3.2B Ensure all current business administration and accounting majors are in the email list for each concentration to be used for group analysis and support.

Each semester each faculty member as part of the initial sign up in the classroom attendance has the student put a permanent e-mail address beside their name to ensure a current point of contact for future interaction.

3.2C Expand student involvement in the local community and charitable events.

IMA has two service projects each year. The FMA regularly has fundraisers to benefit the PAWS Animal Shelter. In addition, the Dog Lovers Club was recently founded, and is in the process of obtaining recognition as a student organization. A petition was recently circulated among students to provide greater animal protection.

3.2D Attain Gold Chapter Status for Institute of Managerial Accountants (IMA) Student Chapter and develop some IMA scholarship winners.

Has achieved Gold Status for seven out of seven years.

3.2E Award of IMA Scholarship IMA scholarship is given each year. 3.3 Encourage faculty support of

and participation in student organizations.

3.3 Faculty sponsorship of students’ organizations that encourage inter-action with students in a positive way that is not directly academic.

We have three faculty sponsors for IMA. Dr. Graber currently sponsors the Financial Management Association, Chess Club, and Dog Lovers Club.

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School of Computer Information Systems UAM is Dedicated to Providing Educational Opportunities


Build industry and community partnerships through networking and collaboration.

Enhance the university’s image, visibility, and influence. Improve internal and external communications. Improve employment opportunities. Develop internal and external resources. Recruit, retain and graduate students.

o See page 28

Enhancement of Academics Improve academic quality standards. Share academic opportunities across units. Improve internal and external communications. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 31

Enhancement of Quality of Life Accommodate the needs of the University’s student community. Develop and implement a comprehensive student retention plan.

o See page 33

27

School of Computer Information Systems Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Maintain and enhance the School of

CIS reputation by requiring that faculty serve as members of at least one professional organization.

All CIS faculty members serve as members in professional organizations, with several serving in leadership or committee positions within those organizations.

1.1B Expand, enhance and support faculty scholarship.

Six of the seven CIS faculty members attended a conference in the past year, and all seven faculty members attended on campus trainings and webinars.

1.1C Maintain a target level of faculty with professional degrees.

All CIS faculty members possess professional degrees in their subject matter.


1.2 Encourage faculty to work with businesses, school districts, and other universities on projects.

School of CIS faculty reported work on sixteen outside projects during the past year.


1.3A Serve in an advisory capacity for schools, businesses and organizations.

School of CIS faculty members serve on eighteen different board or advisory positions outside of UAM.

1.3B Provide a positive presence in the community.

The CIS student organization-Chi Iota Sigma- completed three community service projects with faculty assistance, and volunteered for two computer workshops for elementary school students.

1.3C Provide educational opportunities to local community.

School of CIS faculty and students provided three computer workshops to school children and two community education courses in the past year.


1.4A Provide regular external communications with stakeholders.

The School of CIS webpage was updated with program changes, the performance of UAM teams at the state programming competition, and CIS award recipients. Information was also distributed via press release.

1.4B Develop a periodic survey of CIS alumni to help keep program current.

Annual alumni survey was successfully completed and analyzed, providing valuable input.

1.4C Regular updates to School of CIS Facebook Profile, School of CIS webpage, and updates via Twitter.

School of CIS had eight website updates and four Facebook updates during the past year.

28

School of Computer Information Systems Strategic Goal 1: Enhancement of Resources

Objectives Strategy Outcomes 1.5 Improve employment

opportunities. 1.5A Communicate career opportunities to

current students & Alumni. Students contacted via email for approximately twenty job openings, and two times via Facebook for potential opportunities.

1.5B Encourage students to network at career fairs, with each other, and on field trips.

CIS students received three important networking opportunities during the 2014 state programming competition, the 2014 CIS Alumni Day, and a March 2014 field trip to Murphy Oil.

1.5C Coach students on interview skills, resume preparation and professional skills development.

All students enrolled in CIS4634 Application Software Development project were required to complete a mock interview with the Unit Head, and also were required to prepare resumes and cover letters. All CIS courses stress proper communication skills.

1.5D Develop and maintain an internship program so that CIS students can have beneficial internship experience.

Four students successfully completed internship opportunities related to the School of CIS during the 2013-2014 school year.


1.6A Work with Office of Advancement to stress benefits of maintaining Alumni relationships with graduating Seniors.

The School gathered post-graduate contact information from all seniors graduating in fall 2013 and spring 2014.

1.6B Conduct annual survey of CIS alumni. Annual alumni survey successfully completed. 1.6C Conduct employer survey every three

years. The employer survey was successfully completed and analyzed in 2013, providing insights for the future of the program.

1.6D Develop additional scholarship funding for the School of CIS.

The School of CIS received $1,500 in new scholarship donations during the 2013-2014 school year, with $500 coming in from a new source, the Arkansas Academy of Computing.

1.6E Expand student recruiting with faculty serving as speakers at high schools to promote School of CIS programs.

School of CIS faculty had the opportunity to speak to four groups of students from area school districts in the past year.

29

School of Computer Information Systems Strategic Goal 1: Enhancement of Resources Objectives Strategy Outcomes


1.7A Increase contacts with area high schools and community colleges.

Faculty reported contacted with six area high schools during the past year.

1.7B Insure an active CIS student organization.

Chi Iota Sigma completed another strong year of service with two canned food drives, a fundraiser, a family adoption Christmas project, a field trip to Murphy Oil in El Dorado, and members volunteering for computer workshops for elementary school children.

1.7C Insure strong personal relationships between CIS majors and their advisors.

All CIS majors were required to meet with their faculty advisor prior to preregistering for classes. Faculty members typically provide students with a degree audit to help them monitor their progress in the program.

1.7D Setup one on one interview time with sophomores and senior students to get their input on the program as they progress.

All CIS majors enrolled in CIS 4634 Application Software Development Project, the CIS capstone course were required to complete interviews with the Dean. These students were also required to complete the Senior Exit Survey.

30

School of Computer Information Systems Strategic Goal 2: Enhancement of Academics


standards. 2.1A Assess the School of CIS with regard

to the job we do preparing graduates.

Graduate preparation was successfully assessed through job placement information provided by the Alumni survey and feedback from recent graduates.

2.1B Maintain and perform annual assessment as a record of the development of the program.

The annual Assessment report was created and reviewed by the CASA committee, with School of CIS faculty discussing the results.

2.1C Encourage upper classmen to consider working with professors on independent study projects.

One student completed an independent study research project during the spring 2014 semester.

2.1D Improve the quality of the School of CIS by modifying prerequisites when faculty notice patterns of students not being prepared for the class.

Faculty discussed CIS curriculum during faculty meetings each semester and submitted two changes to the curriculum.

2.1 E Gain industry insight by creation of a CIS Advisory Council with alumni and local business people.

Initial meeting of the CIS advisory council is scheduled for June 2014.

2.1F Use Assessment report, Alumni feedback and current technological trends to review curriculum with faculty to keep it as current as possible.

The annual Assessment report and Alumni survey were successfully completed and the results discussed in School of CIS faculty meetings regarding curriculum.


2.2 Provide CIS Security, Ethics in IT, Object-oriented Programming, and Database Management Systems courses to other units.

Twenty-three students from outside the CIS program enrolled in these four classes during the fall 2013 and spring 2014 terms.


2.3A Take our students to business and professional meetings and field trips.

CIS students had the opportunity to tour the Information Technology department of Murphy Oil in El Dorado, and the School of CIS also sent two teams to the state programming competition in Conway, finishing 1st and 3rd this year.

31

School of Computer Information Systems Strategic Goal 2: Enhancement of Academics


communications (Continued). 2.3B Promote service to the local business

community and schools by faculty and students.

During 2013-2014, School of CIS faculty and students completed seven projects to serve local schools and businesses.


2.4A Maintain a retention plan for the School of CIS.

The School of CIS continues to look for ways to improve retention, including the creation and development of a tutoring program in the spring 2013 semester. Students began to heavily use the program during the spring 2014 semester.

2.4B Accommodate students’ needs by providing opportunities to increase student participation in student organizations.

Chi Iota Sigma was very active during the fall 2013 and spring 2014 semester, working on two canned food drives, a Christmas family adoption project, multiple computer workshops for children, a field trip and a fundraiser.

2.4C Provide flexibility of schedule by offering online, intersession, night classes and CIV classes.

During the 2013-2014 school year, the School of CIS was able to offer ten courses online, three courses in a hybrid format (90% online), and three courses during the May intersession.

2.5 Enhance UAM’s image. 2.5A Give our students (and school) recognition for their student organization involvement and activities.

Student achievement was recognized via press release to local newspapers and university email. Students were also recognized at Senior Graduation Dinner and CIS Awards Reception.

2.5B Seek out conferences for our students and make them aware of these opportunities.

CIS majors were able to attend the 2014 Arkansas State Programming contest, with two teams and six total students representing UAM.

32

School of Computer Information Systems Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 Conduct annual event dealing with

business etiquette and business and social skills.

The etiquette luncheon was held in April 2014 and November 2013 respectively for students enrolled in the CIS 3523 Systems Analysis and Design course.


3.2A Honor students with annual CIS Awards Banquet and Senior Graduation Dinner.

The School of CIS was able to hold the annual CIS Awards banquet and Senior graduation dinner in May 2014. Sixty students & guests attended the Awards banquet and twelve seniors attended the graduation dinner.

3.2B Distribute important information to students via email distribution list, Facebook, and Twitter.

CIS students were notified via email list and Facebook for job postings, scholarship deadlines, class offerings, and Chi Iota Sigma meeting notices.

3.2C Expand student involvement in the local community and charitable events.

Offered six service project opportunities for students to participate in the past year.

3.2D Enhance retention by offering more scholarships.

The School of CIS was able to offer scholarship assistance to eighteen students during the 2013-2014 school year.

3.2E Try to provide the most current technology, both hardware and software for our students’ learning environment.

The School of CIS was able to provide two new laptops for student use in class and two software updates in the main student computer labs.

33


School of Education UAM is Dedicated to Providing Educational Opportunities


Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Enhance the research environment for faculty and students. Improve internal and external communications. Improve employment opportunities. Develop internal and external resources. Recruit, retain and graduate students.

o See page 36

Enhancement of Academics Improve academic quality standards. Share academic opportunities across units. Increase opportunities for faculty/student research and creative


Improve internal and external communications. Utilize our Colleges of Technology to offer technical programs to

all campuses. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 40


communities.

o See page 43

35

School of Education Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Continue to develop faculty expertise

through professional development in areas of common core curriculum, the new teacher evaluation standards, and methods to promote teachers as facilitators of learning.

One hundred percent (100%) of the faculty participated in additional professional development for the common core curriculum, and the TESS teacher evaluation process.

1.1B Provide prescriptive professional development for faculty.

100% of the faculty participated in webinars, state conferences, (SEARK) Southeast Arkansas Education Cooperative workshops or SOE workshops for their discipline areas. 100% of the P-4 and Middle Childhood faculty participated in faculty lead PD for UDL and UBD instruction. 3 faculty attended conferences for the new science standards.

1.1C Further develop professional learning teams to provide additional support for faculty

Faculty worked in teams to present professional development for other faculty in the unit.

1.1D Provide additional faculty support for programs with increasing enrollment

As a result of budgetary constraints, this strategy was not accomplished. Another request has been made for an additional PE faculty member when funds permit.


1.2 The School of Education/supporting units and school-based faculty will share expertise and integrate resources to support candidate learning.

The School of Education ERZ project continued to develop collaborative projects among the School of Arts and Humanities, the School of Mathematics and Sciences, and the School of Education. The projects included ACT preparation for high school students, team teaching/projects, grant planning and service learning projects. The ERZ and the School of Education have jointly hosted two stakeholders’ meetings (public school and university faculty) to analyze program data, to share instructional resources and to plan new degree programs.

36



image, visibility, and influence. 1.3 Utilizing partnerships with the

Arkansas Department of Education, Arkansas post-secondary institutions, and public schools to increase statewide recruitment efforts for teacher education.

The UAM graduate coordinator and the Teacher Education Coordinator attend all ADE recruitment events as well as off-campus post-secondary recruitment events. The unit is a partner with the Warren Public Schools to pilot the Teacher Cadet program which is designed to introduce high school juniors and seniors to teaching as a career choice. The SOE continues to utilize local billboards and radio advertising to enhance the visibility of the unit and the university. The SOE annually host on-campus recruitment events such as the spring hot dog cookout for area high school students as well as other students on the campus. The School of Education STEM Center held an open house at Willard Hall to showcase university and public school STEM education initiatives. Over 200 individuals from the university, the public schools and the community were in attendance.

37


Objectives Strategy Outcomes 1.4 Enhance the research

environment for faculty and students.

1.4 Encourage faculty to develop proposals for publications, presentations, and grants.

Seventy-seven percent of the faculty made presentations at conferences, submitted proposals for publications, had articles accepted for publication, had grants funded, and/or co-authored new degree programs and/or initiatives.

1.5 Improve internal and external

communications. 1.5 Utilize resources to create new

publicity/communications strategies Mass emails distributions continue to be used to alert UAM education students of employment opportunities. The Education Renewal Zone (ERZ) School District List-Serve and bulletin boards were used to share current program information and to conduct feasibility studies for potential program development. Radio Advertising and billboards publicized degree programs. The Educational Leadership coordinator made personal visits to area local schools to meet with faculty about School of Education graduate programs. The graduate coordinator and Teacher Center Coordinator had booths at ADE and other recruitment events.

78% 77%

0%

50%

100%

2012-2013 2013-2014Percent of Faculty Presentations

38



opportunities. 1.6 Explore options for new online

graduate degrees/programs of study to enhance employment and promotion opportunities for public school employees

Graduate coursework was transitioned from 15 week to 8 week sessions for the Master of Education and the Master of Education in Education Leadership.


1.7 SOE faculty will conduct professional development (PD) opportunities for other SOE faculty.

100% of the faculty participated in on-campus professional development in the new teacher evaluation support system (TESS), common core instruction, and Learning by Design. One hundred percent (100%) of the faculty attended one or more state and/or national conferences relative to their discipline.


1.8A Utilize the SOE recruitment plan to increase the number of candidates admitted to the undergraduate and MAT programs in Middle Childhood Math/Science and MAT 7-12 math/science.

Percentage increase from 2012-13 to 2013-14

1.8B Provide multiple opportunities for Praxis I exam support.

Two special topic courses were taught per semester to offer additional review and content support for the Praxis I test. Enrollment in the courses was low.

57% 58%

0%

50%

100%

MiddleChildhood

MATMath/Science

39

School of Education Strategic Goal 2: Enhancement of Academics


standards. 2.1 Curriculum and Assessment

Committee will analyze program data to formulate a plan to move students from acceptable on the program signature assessments to target on the signature assessments.

Due to changes in state data requirements and changes in signature assessments for new programs, this goal was not accomplished.


2.2 Expand partnerships with other units to develop activities for public school students.

The School of Education, School of Arts and Humanities, School of Mathematics and Sciences and the ERZ continue to collaborate to provide multiple opportunities for public school students to interact with UAM faculty on the university campus as well as in the public school classrooms. The Dean of the School of Mathematics and Sciences continues to conduct demonstration lessons in high school chemistry classes and to participate in ACT preparation seminars.

40



Increase opportunities for faculty/student research and creative activities and increase experimental and service learning opportunities.

2.3 Encourage faculty to include students when possible in the writing of presentation, publication, and grant proposals.

The unit maintained the percentage of faculty co-presenting with clinical interns at state conferences.


2.4A Faculty will participate in Blackboard professional development to improve communication in online courses

100% of the School of Education faculty participated in Blackboard professional development training and 100% of the faculty incorporate Blackboard into hybrid or online instruction.

2.4B Gain access to data from the Arkansas Department of Education on SOE graduate success rates, etc.

The School of Education has a faculty member who serves on a state task force with ADE to develop access and sharing of data.

21% 21%

0%

10%

20%

30%

2012-2013 2013-2014

Percent of Faculty Presenting With Candidates

41


Objectives Strategy Outcomes 2.5 Utilize our Colleges of

Technology to offer technical programs to all campuses.

2.5 Improve understanding of UAM-CTC and UAM-CTM course offerings.

In Progress.


2.6 Develop faculty through professional development in the needs of students in high poverty, diverse settings.

All SOE faculties participated in workshops on differentiated instruction and were observed by the dean implementing the strategies.

2.7 Enhance UAM’s image. 2.7 Increase the local and state recognition of education students and graduates that demonstrate academic excellence.

The SOE Kappa Delta Pi Honorary Society continues to increase its membership. The chapter was recognized by the national office for its increase in enrollment. The unit experienced an increase in education majors inducted into Alpha Chi with one education major included in a group of 4 students speaking at the national Alpha Chi conference. Three undergraduate Middle Childhood interns also presented at a state conference and was recognized by Dr. Harry Wong, national consultant and presenter, for their knowledge of classroom management techniques.

42

School of Education Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 Conduct workshops with faculty to

enhance understanding of working with at-risk students, especially those from poverty

All SOE faculties participated in workshops on differentiated instruction and meeting the needs of a diverse population of students.


3.2 Provide additional support for at-risk students through enhanced advising, differentiated instruction and referring student to available support resources.

Faculty members continue to participate in professional development for academic advising. Several faculty members identified students with special needs and referred them to the appropriate services.


3.3 Develop continuing education opportunities for students, employees, and communities in the area of health and fitness.

The health and PE faculty received $4000 in one-time funds to create an exercise/fitness laboratory designed to assess fitness and prescribe healthy lifestyle plans. 87 students and 13 faculty and staff members had fitness evaluations and were prescribed fitness/exercise plans.

43


School of Forest Resources UAM is Dedicated to Providing Educational Opportunities


Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Improve internal and external communications. Develop internal and external resources. Recruit, retain, and graduate students.

o See page 46

Enhancement of Academics Improve academic quality standards. Share academic opportunities across units. Improve internal and external communications. Provide the latest technology to our students and faculty. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 48

Enhancement of Quality of Life Develop and implement a comprehensive student retention plan. Promote healthy lifestyles for students, employees, and

communities.

o See page 50

45

School of Forest Resources Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Recruit to replace faculty positions

lost through attrition and budget shortfalls.

A silviculturist, Dr. Andrew Nelson, was hired in August 2013. A surveyor, Dr. John Dennis, joined the faculty in December 2013. A planned faculty position for the Spatial Information Systems program was converted to a forest health position and is scheduled to be filled by fall 2014.

1.1B Provide professional development opportunities for faculty and staff.

Funds were made available to support faculty attendance at multiple professional conferences related to their disciplines. Specifically, School funds were used to support a faculty member’s participation in a natural resources education conference.


1.2 Establish a “friends of the School” group or organization.

Some discussions have occurred, but this activity is still in the planning stages.


1.3A Provide meeting forums for leaders of state natural resource organizations.

The School has hosted meetings of the Southeast Chapter of the Arkansas Society of American Foresters, meetings of the Arkansas LeadAR program, and meetings of various professional natural resource organization committees.

1.3B Participate in state, regional, and national workshops and conferences to communicate the School’s value to stakeholders, including natural resource professionals and other audiences.

Faculty has participated in numerous workshops and conferences, including meetings of the Arkansas Board of Registered Foresters, the Society of American Foresters, The Wildlife Society, and the Arkansas Society of Professional Surveyors. A meeting has been organized and scheduled, in conjunction with the Arkansas Forestry Association annual meeting, for fall 2014 to focus on School and Arkansas Forest Resources Center activities and value relative to stakeholders.


1.4 Review and implement communication strategies.

Content on the School’s website was revised and updated and social media accounts such as Facebook and Twitter were utilized for delivering information about the School.

46

School of Forest Resources Strategic Goal 1: Enhancement of Resources

Objectives Strategy Outcomes 1.5 Develop internal and external

resources. 1.5A Identify future priority areas,

evaluate the ability of existing resources to deal with these future needs, prioritize and invest additional resources, if necessary.

Priority areas have been identified (e.g., student recruitment, faculty expertise in statistics and biometrics). Existing resources are limited, requiring additional planning and creativity to determine appropriate avenues for strategic investment.

1.5B Pursue financial support through aggressive grant writing programs.

Arkansas Forest Resources faculty has been successful in securing grants through regionally and nationally competitive grants programs.

1.6 Recruit, retain, and graduate students.

1.6 A Review and implement marketing strategies to a diverse group of potential students.

In addition to continually revising and updating website, Facebook, and Twitter information, efforts to market to and recruit students included the delivery of “youth days” such as the Crossett Forestry Field day that attracted approx. 120 high school students.

1.6B Provide resources for student organizations to help them recruit and enhance student retention.

Used the “Dean’s Student Leadership Council” to facilitate communication between School administration and students. Also financially supported student organization academic competitions, allow students to travel to North Carolina and Alabama.

47

School of Forest Resources Strategic Goal 2: Enhancement of Academics


standards. 2.1A Review School of Forest Resources

program structure and curricula, recruitment and retention efforts, and graduation rates.

Multiple faculty meetings have followed an initial retreat focused on new degree offerings. The graduate program curriculum has been restructured and a restructuring of the undergraduate program should be submitted for approval in the fall. Recruitment, retention, and graduation rates were taken into consideration in developing approaches to curriculum restructuring. Emerging natural resource issues will be integrated throughout the programs. Options within the curriculum (which include options in Forestry, Wildlife Management & Conservation, Geospatial Sciences, Communications in Natural Resources, and Environmental Science) will be offered in collaboration with other campus academic units (i.e. School of Math and Sciences, School of Arts and Humanities.

2.1B Evaluate classroom learning and laboratory exercises to emphasize critical thinking, effective communication and improved problem-solving skills.

2.1C Include emerging natural resource issues across the curriculum.


2.2A Restructure current degree programs and refine curriculum to integrate coursework across academic units, primarily in collaboration with the School of Math and Sciences and the School of Agriculture.

2.2B Evaluate the availability of relevant courses for SFR graduate students.


2.3A Maintain a rigorous assessment program of all SFR majors that provides information that may be used in improving our educational delivery system.

The School’s assessment program has worked well and has partly led to the program and curriculum restructuring currently being put in place. The current assessment plan will need to be modified to fit the new programs once they are approved and established.

2.3B Enhance capability to disseminate information to alumni and friends of the School.

The Arkansas Forest Resources Center’s capability to disseminate practical research results was enhanced through the offering of numerous statewide continuing education programs.

48

School of Forest Resources Strategic Goal 2: Enhancement of Academics


Provide the latest technology to our students and faculty.

2.4 Assess infrastructure needs and make recommendations for improvements.

School of Forest Resources and Arkansas Forest Resources Center computer servers that support academic, research, and administrative efforts will soon be out of warranty. These servers will be replaced using funds from the Arkansas Agricultural Experiment Station.

2.5

Accommodate the diverse needs of students.

2.5A Explore the possibility of offering graduate certificates for working professionals.

The decision on whether to offer new graduate certificates has been postponed until the newly restructured graduate program is implemented and tested.

2.5B Evaluate SFR curricula and make improvements as necessary to deal with the challenges of rapidly changing natural resource-based professions.

Improvements are being integrated throughout the restructuring of the undergraduate degree programs.

2.6 Enhance UAM image. 2.6 Enhance and expand School’s reputation and image through faculty, staff, and student involvement in natural resource and community activities in the State and region.

Academic and research programs in forestry, bioenergy, wildlife, and geosciences have gained regional and national and recognition through scientific publications, conference presentations, and student organization activities.

49

School of Forest Resources Strategic Goal 3: Enhancement of Quality of Life

Objectives Strategy Outcomes 3.1 Develop and implement a

comprehensive student retention plan.

3.1A Identify resources and programmatic strategies to improve student retention.

Strategies to improve student retention have focused on increased support of student organizations and activities.

3.1B Promote student and faculty involvement in clubs and other extracurricular activities.

The “Dean’s Student Leadership Council” was used to facilitate communication between School administration and students. Also financially supported student organization academic competitions, allow students to travel to North Carolina and Alabama.



Faculties serve as mentors and role models for undergraduate and graduate students.

50

Strategic Plan Review 2013-2014

Division of General Studies UAM is Dedicated to Providing Educational Opportunities

Strategic Goals Objectives Outcomes Enhancement of Resources Build partnerships through networking and collaboration.

Enhance the university’s image, visibility, and influence. Improve internal and external communications. Recruit, retain and graduate students.

o See page 52

Enhancement of Academics Improve academic quality standards. Share academic opportunities across units. Improve internal and external communications. Accommodate the diverse needs of students.

o See page 53


communities.

o See page 54

51

Division of General Studies Strategic Goal 1: Enhancement of Resources

Objectives Strategy Outcomes 1.1 Build partnerships through

networking and collaboration. 1.1A Collaborate with UBIT (University

Behavioral Intervention Team) regarding academic needs of students.

Attended 30 meetings of UBIT Committee. Sent information requests to instructors as needed/required. Contacted students as needed/required.

1.1B Offer general advising sessions on sister campuses for BAS (Bachelor of Applied Science) degree.

Technical campuses attended training sessions on the Monticello campus regarding concurrent, conditional prep, and BAS degrees.

1.1C Collaborate with Residence Life to determine a need for a program regarding general studies in the residence halls.

Residence Life was contacted.


1.2 Contact non-degree completers to promote UA M degree programs.

Contact was made with 10 non-degree completers.


1.3A

Post notices regarding associate degrees in buildings and in residence halls.

A process was developed for automatically awarding the AA (Associate of Arts) degree. From 2012-13 there were 56 AA degrees; in 2013-14 there will be 389 AA degrees awarded.

1.3B Review the website regularly to be sure it is current.

The website was reviewed quarterly.


1.4 Contact former students with 90+ hours to determine possibility of degree completion.

One student will receive BGS (Bachelor of General Studies) in May, 2014. 23 other students are pending Registrar review to graduate in summer 2014.

52

Division of General Studies Strategic Goal 2: Enhancement of Academics


standards. 2.1A Promote the completion of the AA

degree. Contacted 300 students regarding the AA (Associate of Arts) degree.

2.1B Meet with each student required to take DEV 101 First Year Experience.

Students in DEV 101 were met a minimum of 3 times during each semester.

2.1C Convert from on line to on-ground method of course delivery for DEV 101 First Year Experience.

A basic syllabus that is used on each campus was developed with input from all 3 campuses.


2.2 Email professional development opportunities to general education faculty.

Deans were informed of the Arkansas Student Success Symposium at Conway. Professional staff was emailed 20 opportunities for professional development throughout the year.


2.3A Periodic review of the website for providing current information.

The website was reviewed quarterly for any necessary changes.

2.3B Post and distribute information about the associate degree.

All students who were eligible for the AA (Associate of Arts) degree were emailed


2.4A Prepare one page document for students describing services available on campus.

A one-page document describing free campus resources was distributed in orientation flyers for both fall and spring semesters.

2.4B Review Course Evaluations for trends for general studies for areas of improvement.

CoursEval was evaluated for any trends. None were noted at this time.

53

Division of General Studies Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 Collaborate and accommodate with

ADA (Americans With Disabilities Act) officer to meet needs of special students in general studies.

Instructors were contact regarding any academic issues of Special Student Services after referral from Director of Special Student Services. Face to face meetings between student and ADA officer were held.


3.2A Work with the Registrar to assist students in automatic completion of the AA degree.

Students were emailed regarding the AA degree and were given an opportunity to “opt out” of receiving the degree. The collaboration of UAM with ADHE (Arkansas Department of Higher Education) and the Complete College American initiative allowed the Registrar to be more receptive to the automatic awarding of the AA.

3.2B Educate faculty to complete the advisement reports for the AA (Associate of Arts) degree.

During Professional Development Week, there were 2 sessions available for faculty to learn how to complete the AA degree advisement report.


3.3 Distribute healthy choices information to students.

We worked with the Tobacco Cessation Program Coordinator and inserted smoke-free information in the Weevil Wisdom student and parent booklets. A Parents’ Edition of Weevil Wisdom was initiated in the fall of 2013.

54


Intercollegiate Athletics UAM is Dedicated to Providing Educational Opportunities


Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Improve internal and external communications. Develop internal and external resources.

o See page 56

Enhancement of Academics Improve academic quality standards. Improve internal and external communications. Accommodate the diverse needs of students.

o See page 58

Enhancement of Quality of Life Accommodate the diverse needs of students. Promote healthy lifestyles for students, employees, and

communities.

o See page 59

55

Intercollegiate Athletics Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1 Seek avenues that will bring funds

that will allow for the addition of full time assistant coaches in baseball and softball.

Proposal has been presented for a baseball assistant coach that will increase student-enrollment, increase revenue for school, and offer a JV team. Did not accomplish hiring a full time assistant coach.


1.2

Explore methods of fundraising from the private sector. Be creative to initiate a campaign for the department that will secure funds to help with the goals of the department.

Increased corporate sales revenue by 38%. Increased UAMSA new members by 128% and revenue by 395%.


1.3A Expand opportunities for developing teams in the ten university-sponsored sports to be competitive in the Great American Conference, the NCAA Central Region, and nationally.

Baseball reached a national ranking of #11 and is on course for back to back 30 win seasons. This will be a first in our history. Men’s and Women’s golf won a golf tournament and are having a great season. Football rebounded from a 1-win season to win 5 games. Men’s basketball finished third.

1.3B Develop the Student-Athlete Advisory Committee (SAAC) into a viable tool for the athletic department.

Had the most productive year to date. Funds were raised for Make A Wish, Chris Lane Memorial and local charities. Started new projects to raise money for charity such as the Glow 5K Run and the student-athlete date auction.

1.3C Become more compliant with gender equity issues in athletics.

Scholarship budget was increased for women’s golf for the third consecutive year.

1.3D Develop ideas that will capture the task of upgrading and maintaining the University’s athletic facilities to the best level that is economically feasible.

Phase 2 of the Swing for the Fences campaign was completed. It added new bleachers and press boxes for softball and baseball.

56

Intercollegiate Athletics Strategic Goal 1: Enhancement of Resources


communications. 1.4A Establish a level of prudent financial

responsibility in intercollegiate athletics.

Accomplished. Raised more private and corporate funds so as to depend less on the university for support. Stayed within budget for fifth consecutive year.


1.5 Explore methods of fundraising from the private sector. Be creative to initiate a campaign for the department that will secure funds to help with the goals of the department.

Accomplished. Reestablished the annual fund that saw an increase of 328% in giving.

57

Intercollegiate Athletics Strategic Goal 2: Enhancement of Academics


standards. 2.1A Increase graduation rates of student-

athletes. In the fourth year of Grades First, we are starting to see dividends. Professors are returning reports had a higher percentage. Student-athlete ineligibility numbers are down do to poor grades. Student-athletes are on track to graduate because of these items.

2.1B Improve academic standards for student-athletes by continuing to seek tutoring programs.

In the first full year with athletics, Assistant AD for Compliance and Academic Services has been able to evaluate transcripts and schedules allowing for corrections before issues arise. This keeps student-athletes on course to graduate. With Grades first monitoring, student-athletes are put in study hall when risks are brought to the department’s attention.

2.1C Monitor team graduation and retention rates and provide a report to Chancellor.

Accomplished.


2.2 Improve academic standards for student-athletes by continuing to seek tutoring programs.

The overall athletic GPA remained consistent this past academic year. This is because of recruitment and retention.


2.3A Monitor team graduation and retention rates and provide a report to Chancellor.

Accomplished.

2.3B Improve academic standards for student-athletes by continuing to seek tutoring programs.

Accomplished. Hired tutors for every night of study hall. Post tutor hours for campus tutors in Harris Hall.

2.3C Continue to provide the latest methods of technology for our student athletes and the athletic staff.

A work in progress. Had a speaker speak on the importance of social responsibility with todays every evolving technology.

58

Intercollegiate Athletics Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1A Address diversity needs among

student-athletes and athletic staff. There were no new hires this year. Staff remained in tack.

3.1B Expand and develop adequate scholarship funds.

Another modest increase to female scholarships were added this past year. Two new private endowments were finished. These two endowments will be awarded next academic year.

3.1C Continue making student-athletes aware of opportunities available to them.

Accomplished. Emails are sent monthly about opportunities for development, scholarships, and NCAA developments.

3.1D Promote and enhance the development of student organizations such as the Student-Athlete Advisory Committee (SAAC) and (CHAMPS) Challenging Athlete’s Minds for Personal Success/Life skills.

SAAC had the most productive year to date. Funds were raised for Make A Wish, Chris Lane Memorial and local charities. Started new projects to raise money for charity such as the Glow 5K Run and the student-athlete date auction.

3.1E Increase opportunities for student-athletes job placement after graduation.

The department prepared reference letters for several student-athletes for jobs and advanced degree applications.


3.2A Promote healthy lifestyles for student-athletes and athletic staff by educating them on work, life, and balance initiatives through the NCAA.

Accomplished. A balanced life is constantly being pushed throughout the entire athletic department.

3.2B Provide educational materials that will provide information on healthy eating habits.

Accomplished. The athletic trainer continued to disseminate information inside locker rooms and training room.

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Intercollegiate Athletics Strategic Goal 3: Enhancement of Quality of Life

Objectives Strategy Outcomes 3.2 Promote healthy lifestyles for

students, employees, and communities. (Continued)

3.2C Establish an Athletic Retreat for coaches and support staff to emphasize work, life, and balance.

Not accomplished.

3.2D Promote social media awareness, alcohol/drug awareness, nutrition and mental health awareness

During the fall semester, a social media speaker spoke to all student-athletes on the importance of awareness.

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Library UAM is Dedicated to Providing Educational Opportunities



o See page 62

Enhancement of Academics Improve academic quality standards. Share academic opportunities across units. Improve internal and external communications. Provide the latest technology to our students and faculty. Enhance UAM’s image.

o See page 65


communities.

o See page 67

61

Library Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Encourage all library employees to

attend at least one library-planned professional development activity.

100% of full- time employees attended at least one library- planned professional development activity. These included tours of the Jerome-Rohwer Interpretive Center, Lakeport Plantation, and the new Southeast Arkansas Regional Library – Monticello Branch.

1.1B Encourage all library employees to attend at least one state conference or meeting.

100% of library employees attended at least one state conference or meeting.

1.1C Show appreciation of library employees, student assistants, and volunteers.

100% of library employees were recognized for their years of service to the library by the Library Director. 100% of student assistants were recognized at the end of each semester by Circulation Staff.

1.1D Review all library positions. This strategy will carry over into the 2014 to 2015 Library Strategic Plan.


1.2A Publicize the hours of the writing center, tutoring center, the Small Business Center, and other service centers.

The library worked collaboratively with the Writing Center, the Tutoring Center, the Small Business Center and other service centers to publicize their hours and services. This was accomplished by displaying fliers and distributing brochures and newsletters.

1.2B Familiarize library employees with computer labs in academic areas.

100% of library employees attended an open house event at the UAM Writing Center in Fall 2013. 100% of library employees toured the School of Forest Resources computer labs in Summer 2014.

1.2C Facilitate academic units’ inclusion of displays and book discussions in the library as a part of their efforts to educate students.

The library worked collaboratively with the academic units to provide the following: Book Talks with QR Codes Display, Book Talk Display at UAM STEM Center Open House, Children’s Book Award Winners Display, UAM Writing Center Display, and Arkansas Archeology Month Display.

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Enhance the university’s image, visibility and influence.

1.3A Update the library website. Under the leadership of the Electronic Resources Librarian, the entire library website has been updated and redesigned. The redesigned website is scheduled to be unveiled in the summer in anticipation of the Fall 2014 semester.

1.3B Promote the library via e-mail, Twitter, and Facebook.

The library posted to its Facebook page and sent e-mail announcements at least three times a month throughout the year. Common themes were newly available books, exhibits, extended library hours during semester exams, and promotion of library services.

1.3C Develop an online survey for evaluation of all library services and resources.

This strategy will be continued in the Library Strategic Plan for 2014 to 2015.

1.3D Promote the library and promote reading to off campus stakeholders.

Library employees promoted reading to the following organizations: Drew County Senior Citizen’s Center, Monticello Rotary Club, Monticello Bookgroup, Warren Bookjoy Club, the Monticello Relay for Life, Drew Central Elementary School, and the SEARK Reading Council.

1.4

Improve internal and external communications.

1.4A Provide outreach to all of the academic units.

Library employees conducted outreach for 100% of the academic units via e-mails and networking at campus meetings.

1.4B Assist with the upcoming Higher Learning Commission re-accreditation visit.

100% of the librarians served on University committees or provided requested data.

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communications. 1.4C Provide staff development. The library hosted presenters from the vendor EBSCO,

the Southeast Arkansas Regional Library, and Public Safety (John Kidwell). 100% of library employees completed the Mandated Reporter Online Training.


1.5 Investigate purchasing a federated search tool.

This strategy will carry over to the Library Strategic Plan for 2014 to 2015.

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Library Strategic Goal 2: Enhancement of Academics


standards. 2.1A Update all library policies and

procedures. This strategy will carry over into the Library Strategic Plan for 2014 to 2015.

2.1B Develop a formal weeding plan for all library collections.

The library weeded the Children’s Collection and the current periodicals section. This strategy will carry over into the Library Strategic Plan for 2014 to 2015.

2.2

Share academic opportunities across units.

2.2A Offer library instruction to all students.

General library instruction was offered in the fall, spring, and summer semesters.

2.2B Provide online access to Masters Theses.

This strategy will carry over to the Library Strategic Plan for 2014 to 2015.


2.3 Promote reading on campus. In Fall 2013, the library worked collaboratively with the Arkansas State Library, the Monticello BookGroup, and the Monticello Branch Public Library Friends group to bring author Vivienne Schiffer on campus to discuss her book Camp Nine. In Spring 2014, the library participated in the American Library Association’s initiative “Libraries Change Lives: Declaration for the Right to Libraries.”

2.4

Provide the latest technology to our students and faculty.

2.4A Provide microfilm reader/printer scanner for public use.

The library received a grant from the Centennial Opportunity Fund. The library anticipates purchasing the microfilm reader/printer scanner during the summer semester.

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Library Strategic Goal 2: Enhancement of Academics

Objectives Strategy Outcomes 2.4 Provide the latest technology

to our students and faculty. (Continued)

2.4B Provide students with a multimedia room for presentations and group research.

Replacements and upgrades for current library equipment took precedence this year. The library upgraded its Pharos copy station, replaced the laptop used for bibliographic instruction, replaced the public use scanner, and added a second public use printer.

2.4C Increase purchase of licensed e-books. This strategy will carry over into the Library Strategic Plan for 2014 to 2015.

2.4D Investigate databases with multimedia files.

This strategy will carry over into the Library Strategic Plan for 2014 to 2015.

2.5 Enhance UAM’s image. 2.5A Make the scanned forestry collection available online via CONTENTdm.

The School of Forest Resources Collection of digital images and documents was established in Fall 2013 and expanded in Spring 2014. Further, a collaborative project with the Council of University of Arkansas Research Libraries (CUARL) featuring presidents and chancellors of the participating schools went live in Fall 2013.

2.5B Transition to an online government documents depository.

The large number of documents weeded last year was withdrawn from the library’s catalogs. After the numerous steps were completed, the documents were physically discarded. Further, as of April 30, 2014, 712 additional documents were weeded this year.

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Library Strategic Goal 3: Enhancement of Quality of Life



3.1A Consult with Director of Special Student Services regarding students with special needs.

Library staff consulted with the Director of Special Student Services and continued to develop accommodations in order to provide excellent customer service to special needs’ students.

3.1B Develop policies and procedures for checkout of electronic devices.


3.1C Facilitate distance education students’ use of library resources.



3.2 Encourage library employees to participate in campus and community health programs.

70% of library employees participated in campus and community health programs.

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Strategic Plan Review 2013/14 School of Math and Sciences



Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Improve employment opportunities. Develop internal and external resources. Recruit, retain, and graduate students.

o See page 70



Improve internal and external communications. Provide the latest technology to our students and faculty. Utilize our College of Technology to offer technical programs to all

campuses. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 74


communities.

o See page 77

69

School of Math and Sciences Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1

Provide modern technology in lecture and laboratory settings.

Three classrooms were upgraded with new projectors. Two classrooms received new computers. Two classrooms received new document cameras. An additional document camera was purchased for occasional lab use, and for special projects


1.2A Increase level of collaboration with the School of Education in regard to teacher preparation in the Science, Technology, Engineer, and Math (STEM) areas.

Two meetings were held with the School of Education faculty concerning teacher preparation in Mathematics. The School of Math and Sciences has worked with the Education Renewal Zone (ERZ) to help with placement of potential math and science graduates.

1.2B Increase the number of faculty members in the School involved with collaboration with a school system.

Dr. Manning did a program at the Monticello School District. Several faculties worked with local school districts on science fair projects. Dr. Bramlett worked with 11 school districts on Advanced Placement Chemistry prep sessions. Dr. Bramlett provided a career placement program for approximately 50 Camden Fairview students. Overall, there was an increase in the number of students and teachers that were directly in contact with Math and Science faculty.

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networking and collaboration. 1.2C Have at least one faculty member

directly involved with each of the statewide collaborative research programs. NASA, INBRE, etc...and develop more shared classroom and field experiences with other universities

Four faculties were involved with NASA funded research in the past year. Five faculties were involved with INBRE funded research. At least 11 students and their faculty presented research findings at state or regional meetings. Three biology faculty members carried out collaborative research projects with faculty at other universities.


1.3A

Enhance the School of Math and Sciences Webpage and Newsletter to be more informative for prospective students.

Webpage was totally redesigned with the help of the webmaster. Very little of the older content was kept. The new information is easier to find, and is far more accurate. The newsletter is currently not being produced; however, our website now has similar information.

1.3B Have 100% acceptance rate for students applying to medical, pharmacy, and pre-professional programs.

4 out of 4 were accepted into pharmacy school 3 out of 3 were accepted into medical school 1 out of 1 was accepted into dental school 1 out of 1 was accepted into vet school 1 out of 1 was accepted into law school 3 out of 3 was accepted into graduate programs


1.4 Improve communication with the more recent alumni of our programs using an updated database, social websites, and electronic newsletters.

Attempts were made to contact many alumni. A new feature on the website allows former students to submit their information to the "Where are they now?" section.

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resources. 1.5A

Generate funds for student travel.

Alumni were contacted in attempts to get donations for a student travel fund. Funds were gained from the Centennial Circle for a field trip to a research station in the Bahamas

1.5B Establish research programs that receive funded grants.

Two biology faculties have NSF funding for their research. Four faculties, or their students, have received funding from NASA. One student is funded by the Student Undergraduate Research Fund (SURF). One faculty member's research is funded by the Arkansas Idea Network for Biomedical Research (INBRE). INBRE also has funded over $30,000 for equipment, and has given preliminary approval for $190,000 for facilities renovation.

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resources. (Cont) 1.5C Establish an endowment to provide

for maintenance of equipment. This has been recommended to several alumni for future funding; however no funds have been received at this time.

1.5 D Establish an endowment to finance field trips.

No funds have been received even though funding has been sought from alumni


1.6 A Recruit at least 5 students into the Biochemistry Option of the Chemistry major in the current year.

More than five incoming freshmen have chosen a major in the biochemistry option of the chemistry major

1.6 B Meet the minimum of four graduates per year in Chemistry, Mathematics, Natural Sciences and Biology.

11 Chemistry majors graduated 17 Biology majors graduated 2 Math majors graduated; however, 2 more will complete their degrees in Summer I 4 Natural Science majors graduated

1.6 C Have at least four Math and Science graduates per year that enters a graduate program in the area of their major.

2 Mathematics graduates (both completing their degree this summer) are entering graduate programs in mathematics. Two biology/biochemistry majors are entering graduate programs

1.6 D Graduate at least two students in mathematics and one in the sciences each year that will teach in the local and regional schools.

Two mathematics graduates have entered MAT programs. At this time, no science majors have chosen the teaching profession, although more than one are considering it.

1.6 E Develop a freshman seminar or orientation for Math and Science majors and/or pre-professional students

This has been discussed in faculty meetings; however, no action has been taken

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School of Math and Sciences Strategic Goal 2: Enhancement of Academics


standards. 2.1A Establish pre-semester meetings for

all instructors of common courses, including the Colleges of Technology and Arkansas Early College High School to establish course policies and testing procedures.

Mathematics successfully completed this task for Intro, Intermediate, and College Algebra.

2.1B Update curriculum guides for all allied health programs.

All curriculum guides were upgraded and posted on the website

2.1C Review and update prerequisites for all math and science courses.

Several courses prerequisites were reviewed; however, no changes are planned at this time.

2.1D Study in depth the success rate associated with the remedial mathematics courses, and make recommendations on course policies, pre-requisites, class size, instructional methods, and other factors that affect success rate, with a goal of increasing success rate by 5% per year.

Faculty members are now spending office hours in the computer/tutoring lab. One faculty member was given a tutoring assignment as part of his teaching load. Intro to Algebra pass rates has increased by approximately 4% over last year. Intermediate pass rates have decreased slightly despite having numerous tutoring sessions, practice exams, etc...

2.1E Develop a freshman seminar or orientation for Math and Science majors and/or pre-professional students

This has been discussed in faculty meetings; however, no action has been taken

2.2


2.2 Have at least two faculty members collaborating in research programs in other units on this campus.

Two faculty members have been involved with collaborations with faculty in other units. (Forest Resources)

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2.3A Add undergraduate student research programs, and increase students from each discipline presenting research findings at a state, regional or national meeting.

Three faculties in chemistry, one faculty in physics, and five faculties in biology are guiding students in undergraduate research programs. Each of those faculties has had at least one student present research at a state, regional, or national meeting.

2.3B Increase number of science faculty publishing research results in refereed journals, and /or presenting at state, regional, or national meetings.

Three of three chemistry faculty presented research findings at one or more meetings. One of the three is currently submitting a paper for publication. Five of six biology faculty have had presentations at meetings or submitted papers for publication. One of two physics faculty have published papers or presented at a meeting.

2.3C Provide a leadership role in state and regional professional organizations.

One biology faculty member is an office holder in a national organization (Assoc. of Southwestern Naturalist)

2.3D Have at least one collaboration between a faculty member and a local industry

One chemistry faculty member is collaborating with a biofuels plant in Crossett


2.4A Make final adjustments to the two-year schedule in which all regular courses are taught in a regular rotation to try to eliminate major conflicts that commonly occur.

The terms in which courses are taught has been determined; however, we are still moving course times in order to minimize conflicts

2.4B

Establish a plan in which assessment data from various sources is gathered and reviewed.

A committee has been formed in the School of Math and Sciences in order to more efficiently gather and assess data gathered.


2.5 Have all programs remain current with appropriate technology and add, modify, or delete programs to better serve students.

Adjustments are being made to the math major in which more computer programming courses will be taken so that our graduates will be more prepared for graduate school.

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Objectives Strategy Outcomes 2.6 Utilize our College of


2.6 Establish pre-semester meetings for all instructors of common courses, including the Colleges of Technology and Arkansas Early College High School to establish course policies and testing procedures.

Mathematics successfully completed this task for Intro, Intermediate, and College Algebra.


2.7A Maintain the tutoring program in Science Center at level of 18 hours per week.

Tutoring was scheduled in the Science Center for 28.5 hours per week. This was done with both student and faculty serving as tutors.

2.7B Increase the number of students using the Science Center tutoring

Dr. Sam Snyder visited classes and actively recruited students to use the tutoring center. There were possibly a few more students using the center on a consistent basis; however, not enough data exists to confirm

2.8 Enhance UAM’s image. 2.8A Have all science faculty members publishing research results in refereed journals, and /or presenting at state, regional, or national meetings.

Three of three chemistry faculty presented research findings at one or more meetings. One of the three is currently submitting a paper for publication. Five of six biology faculties have had presentations at meetings or submitted papers for publication. One of two physics faculty have published papers or presented at a meeting.

2.8B Encourage undergraduate student research programs, and have at least one student from each discipline presenting research findings at a state, regional or national meeting.

Students from each discipline presented at meetings. Two won awards at the Ark. Academy of Sciences: Ryan Reyes, Outstanding Biochemistry Poster Chris Gillison, Outstanding Physics Poster

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School of Math and Sciences Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 Explore on-line homework packages

for math courses Numerous packages were reviewed. Developmental courses will continue to use ALEKS. The freshmen level math courses will use My Math Lab.


3.2A Explore alternate delivery systems and revise them in a manner that brings about a significant improvement in success rates.

On-line course was developed for Survey of Mathematics. Pharmacology did an entire semester of videos for students that couldn't attend due to course conflicts. Other faculties are looking at videos to enhance their lectures.

3.2B Have advisors more actively involved with our majors during the first year through specific major meetings, group advising sessions, or other activities.

A pre-professional advising day was held during the fall 2013 term. Dr. Bramlett and Dr. Hunt worked with approximately 25 pre-professional students on academic advising issues. Dr. Dolberry and the Sigma Zeta organization held a similar day in the Spring 2014 term for about 20 students.

3.2C Develop a formal program in conjunction with local health care professionals in which pre-professional students “shadow” or intern in their area of interest.

Other universities with similar programs have been contacted to see how their programs operate, and also to get a better feel for legal issues associated with this type of program.


3.3 Conduct public service programs which promote healthy lifestyles and to actively incorporate student participation into these programs.

Attempt was made at organizing a bike riding club; however, lack of interest and refusal to follow safety guidelines led to the idea being dropped.

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Division of Music UAM is Dedicated to Providing Educational Opportunities


Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Enhance the research environment for faculty and students. Improve internal and external communications. Develop internal and external resources. Recruit, retain, and graduate students.

o See page 80

Enhancement of Academics Improve academic quality standards. Increase opportunities for faculty/student research and creative



o See page 82


communities.

o See page 84

79

Division of Music Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Employ Faculty Mentors to teach in

proposed MA in Jazz Studies program.

Still in planning stage.

1.1B Hire tenure-track Assistant Professor with expertise in vocal instruction and music theatre.

A long-time goal. For present, a graduate assistant has been hired.


1.2A Continue to nurture existing relationships with arts organizations such as the Southeast Arkansas (SEARK) Concert Association and the National Federation of Music Clubs.

Target met. SEARK concerts continue to be held on campus.

1.2B Host summer band camps. Target met. Junior high, high school, and jazz band camps held summer 2013.


1.3 Upgrade recruitment publications, such as brochures.

Mid-range goal. A new brochure was not printed in 2013-2014.


1.4 Improve library holdings and upgrade faculty computers and software.

Target met. Necessary software and hardware purchases made.


1.5A Publish an annual music alumni newsletter.

No progress.

1.5B Maintain the Calendar of Events. Target met. Calendar disseminated early Fall and Spring Semesters.


1.6A Build the book, score, and CD collections in the Fred J. Taylor Library and Technology Center and in the Music Listening Laboratory located in the Library.

Target exceeded. Program acquired through a donation an extensive jazz library of recordings, books, and audio players.

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Division of Music Strategic Goal 1: Enhancement of Resources


resources. 1.6B Enhance learning through improved

facilities by requesting renovation of the Music Building.

Target met. A new heating-and-cooling system installed in the Music Building. Additional renovations planned—windows, carpet.


1.7A Recruit students not only from the region but nationally.

Long-term goal. Funding for advertising not available this year.

1.7B Maintain an appropriate number of music and music education majors.

Target met. The number of Music majors increased to over 90.

1.7C Maintain number of Music graduates. Target exceeded. 13 graduated in 2013.

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Division of Music Strategic Goal 2: Enhancement of Academics


standards. 2.1A Seek NASM and HLC approval of an

MA degree in Jazz Studies. Still in planning stage. Feasibility still being studied.

2.1B Do helpful program assessment that will lead to program improvement.

Target met. Most useful assessment report yet submitted to CASAA.


2.2A Support Faculty travel to conferences.

Target met. All faculty travel needs met.

2.2B Help students find opportunities to perform with area arts organizations and professional groups.

Target met. Several students, especially members of the Jazz Combo performed on several occasions in various venues.


2.3 Promote Division of Music events to the university community and the public.

Target met. Emails and press releases have kept the public aware of Division events.


2.4A Upgrade faculty computers and printers and other devices as need demands.

Target met. Faculty has adequate technology to meet their teaching needs.

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Division of Music Strategic Goal 2: Enhancement of Academics


to our students and faculty (Continued).

2.4B Update the Music Computer Lab. Long-term goal to be pursued as funding allows.


2.5 Offer courses in accordance with widely disseminated rotation of courses so that students can do useful degree plans.

Target met. We have adhered to the published rotation of courses to the extent possible and still meet all student needs.

2.6 Enhance UAM’s image. 2.6 Support choir and band tours and participation in regional and national competitions.

Target met. Jazz Band toured China.

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Division of Music Strategic Goal 3: Enhancement of Quality of Life



3.1A Maintain offerings of online sections of Music Appreciation.

Target met. Online sections of Music Appreciation offered.

3.1B Offer selected Music courses online. Target met. Selected Applied courses offered online. Strings Class offered as hybrid.


3.2 Improve advisement of Music majors and make sure Music majors get needed tutoring.

Progress made. The retention rate and high graduation rates indicate improved advisement.


3.3 Maintain the number of guest artists performing for the campus and Monticello communities.

Target met. The choral and instrumental programs have both continued to host a number of guest artists.

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Strategic Plan Review 2013-2014 School of Nursing

UAM is Dedicated to Providing Educational Opportunities Strategic Goals Objectives Outcomes

Enhancement of Resources

Recruit, develop and retain quality faculty and staff. Build partnerships through networking and collaboration. Enhance the image, credibility, and influence of the School of Nursing. Improve internal and external communications. Improve employment opportunities. Develop internal and external resources. Recruit, retain and graduate students.

o See Page 86

Enhancement of Academics

Improve academic quality standards. Share academic opportunities across units. Improve internal and external communications. Provide the latest technology to students and faculty. Accommodate the diverse learning styles and needs of students. Enhance UAM’s image.

o See Page 91

Enhancement of Quality of Life

Accommodate the diverse needs of students. Develop and implement a comprehensive student retention plan. Promote healthy lifestyles for students, employees, and communities.

o See Page 94

85

School of Nursing Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1 Provide opportunities for faculty

development activities focused on current research and technology in the discipline of nursing.

1.1 Goal met: Three faculty members, Heidi Hogue, Anita Shaw, and Belinda Wells, attended the conference, Clinical Skills in Nurse Education in Little Rock, AR on October 11, 2013. Two faculty members, Christine Felts and Brandy Haley, are scheduled to attend the International Nursing Association of Clinical Simulation annual conference from June 18-21, 2014 in Lake Buena Vista, FL.

1.2 Build partnerships through networking and collaboration

1.2A Build educational collaboration to increase awareness of educational opportunities for Colleges Of Technology (COT) - McGehee and Crossett Practical Nurse graduates and faculty.

1.2A Goal met: During spring 2014 the SON collaborated with the Colleges of Technology in Crossett and McGehee to promote collegiality among the students in each location. The Crossett faculty sent students to the Simulation Laboratory in Monticello to work in teams with students in the AASN and BSN programs under the leadership of Brandy Haley. Dr. Evans took groups students from the junior BSN class to Crossett to work in teams with the Practical Nursing Students for three clinical experiences. There was one scheduled student exchange for the McGehee campus. The experience was cancelled, but we plan to reschedule. In addition, the McGehee students were invited and came to the Monticello campus for a tour and information about the AASN and BSN programs.

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networking and collaboration (Continued)

1.2B Increase scholarship endowments through an orchestrated fund-raising campaign.

1.2B Goal partially met: The SON has seen an increase in contributions to the SON Foundation Fund. In addition, the SON received a donation from the estate of Hazel Dahms for more than $350,000.00. At this time, we have not conducted a phone-a-thon, but would still like to plan this event.

1.3 Enhance UAM’s image, visibility, and influence.

1.3 Improve publicity efforts using various media (print, electronic and scheduled events).

1.3 Goal partially met: During 2013-2014 the SON has kept the homepage updated with student events and activities. The annual recognition ceremonies and welcome picnic were posted on the UAM website months in advance. Through Jim Brewer, the SON has kept the public informed of student activities and awards through public service announcements. The SON sent nearly 800 letters to prospective students during 2013*2014.


1.4A Use scheduled meetings within the SON to internally disseminate information

1.4A Goal met: The SON dean has consistently informed faculty and student representatives of relevant information during scheduled meetings.

1.4B Inform clinical facilities and other affected external agencies of all relevant SON policy changes, initiatives, and projects.

1.4B Goal met: The clinical coordinator, Christine Felts, has informed clinical facility representatives of all relevant SON policy changes, initiatives, and projects.

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opportunities 1.5 Provide recruitment opportunities

for all interested agencies. 1.5 Goal met: The SON provided recruitment opportunities for an Air Force recruiter and all hospitals who requested recruitment opportunities. The AASN and BSN seniors attended the UAM career fair.

1.6 Develop internal and external resources

1.6A Establish donation opportunities for SON alumni within the UAM and SON system.

1.6A Goal partially met: Several alumni made contributions to the SON during 2013-2014.

1.6B Provide professional development opportunities for faculty.

1.6B Goal ongoing: Three SON faculty members have been supported in faculty development opportunities and two more will be supported mid-June with faculty development funds.

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students 1.7A Develop recruitment plans for all

SON programs. 1.7A Goal ongoing: The SON sent seven-hundred-ninety-four recruitment letters during 2013-2014. The SON dean regularly speaks with prospective students and parents, and the practical nursing students enrolled in the Colleges of Technology in Crossett and McGehee. Anita Shaw provided a presentation and information session to students at Warren High School.

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students 1.7B Retain students through purposive

advising, teaching, and remediation. 1.7B Goal ongoing: The SON dean and faculty work individually with students on an ongoing basis. When a student fails one unit examination, the course coordinator meets with the student in an attempt to discover the cause of the failure. If the faculty member and student agree on a possible cause, together they discuss possible remedies. After failure of a second unit examination, the student meets with the dean. The dean and student discuss possible causes of failure and develop a remediation plan. If indicated, the dean refers the student for tutoring, counseling, or other resources.

1.7C Increase recruitment efforts for the RN-BSN program.

1.7C Goal not met: Due to problems encountered attempting to create a hybrid program, this program is currently on hold. The SON dean and faculty plan to restart the program in summer 2015.

90

School of Nursing Strategic Goal 2: Enhancement of Academics


standards. 2.1A Faculty and Curriculum Committees

will analyze program data and formulate a plan to increase HESI E2 and NCLEX-RN pass rates.

2.1A Goal partially met: The faculty have analyzed program data and based on the analysis recommended elimination of the HESI E2 examination and adoption of the Kaplan Review course. Proposal review is ongoing at this time.

2.1B Increase practice opportunities for nursing students through development and implementation of the simulation laboratory.

2.1B Goal met: The Simulation Laboratory is fully equipped and Brandy Haley is coordinator of the lab. The lab has been used as an additional clinical site throughout the 2013-2014 academic year.

2.1C Review all pre- and co-requisite courses in all programs for relevancy and appropriateness.

2.1C Goal met: The faculty reviewed all pre- and co-requisites for relevancy and appropriateness.

2.1D Prepare for AASN NLNAC accreditation visit (long-term goal).

2.1D Goal ongoing.


2.2 Identify courses such as Healthy Aging and CPR/First Aid that contain content appropriate to other disciplines i.e., adult education, sociology, physical education.

2.2 Goal ongoing: This topic was briefly discussed during Academic Council but no decisions have been made.


2.3A Analyze employer, senior, and alumni survey data to improve programs.

2.3A Goal ongoing: The dean analyzes these data annually and disseminates to faculty for discussion during scheduled meetings.

2.3B Increase awareness of all nursing programs to maintain quality and number of applicants.

2.3B Goal ongoing: The dean and faculty have presented all programs to various audiences throughout the 2013-2014 academic year.

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communications (Continued). 2.3C Increase awareness of preparation

and application process into the AASN program (external).

2.3C Goal ongoing: The dean presented the AASN program to practical nursing students at the Colleges of Technology at Crossett and McGehee.

2.3D Encourage faculty to communicate class expectations and unit information with students via Blackboard.

2.3D Goal not met: Only one faculty member, Jacque Bryant, uses Blackboard.

2.4 Provide the latest technology to students and faculty.

2.4A Provide educational opportunities to faculty to facilitate usage of the simulation laboratory with high-tech simulation mannequins to enhance mastery of clinical skills.

2.4A Goal ongoing: Brandy Haley and Christine Felts are scheduled to attend the International Nursing Association of Clinical Simulation annual conference from June 18-21, 2014 in Lake Buena Vista, FL.

2.4B Full time simulation laboratory coordinator to keep up with latest trends in clinical simulation and coordinate the simulation laboratory (long-term goal).

2.4B Goal not met: While Brandy Haley serves as simulation laboratory coordinator; she has multiple other teaching responsibilities.

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to students and faculty (Continued).

2.4C Increase awareness of Skyscape and other online resource availability to students and faculty.

2.4C Goal not met.

2.4D

Increase availability of electronic textbooks. The simulation laboratory will serve as clinical site for 25% of the required clinical experiences (long-term). Will have a Phone-A-Thon in spring 2013 to raise funds for the simulation laboratory.

2.4D Goal partially met: Many textbooks are available in electronic format. The Simulation Laboratory served as a clinical site during 2013-2014. The SON has not had a phone-a-thon.

2.5 Accommodate the diverse learning styles and needs of students.

2.5A Administer a learning style inventory to all nursing students during the first fall semester of the nursing sequence.

2.5A Goal not met: The learning style inventory was not administered to students in fall 2013.

2.6 Enhance UAM’s image. 2.6 Increase the local and state recognition of nursing students who demonstrate academic and service excellence.

2.6 Goal partially met: Students were recognized for accomplishments on the SON website and in local newspapers during 2013-2014.

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School of Nursing Strategic Goal 3: Enhancement of Quality of Life


needs of nursing students. 3.1 Use the SON course survey to

identify student perception of how well faculty accommodates students’ diverse needs.

3.1 Goal ongoing: The SON obtains student surveys at the end of each term. Specific items seeking students’ perceptions of accommodation of diverse needs need to be added.


3.2A Provide additional support for struggling students through the development of support activities.

3.2A Goal ongoing: The SON faculty continues to develop supportive retention activities.

3.2B Increase opportunities for involvement, professional growth and recognition through Student Nursing Association and STTI membership.

3.2B Goal ongoing: All BSN and AASN students attended the Arkansas Student Nurses’ Association convention in October 2013. Five students attended the National Student Nurses’ Association convention in April 2014. Three BSN students were inducted into Sigma Theta Tau in fall 2013.


3.3A Increase awareness of local and national health promotion initiatives through participation in a variety of health fairs in the local communities.

3.3A Goal ongoing: All BSN juniors and AASN students participated in a health fair in spring 2014. BSN seniors presented several education sessions at Hope Place of Monticello in fall 2013.

3.3B Support student participation in health promoting activities.

3.3B Goal ongoing: The Student Nurses’ Association participated in a walking program for middle school students in fall 2013.

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School of Social and Behavioral Sciences UAM is Dedicated to Providing Educational Opportunities


Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Improve internal and external communications. Improve employment opportunities. Develop internal and external resources. Recruit, retain and graduate students.

o See page 96

Enhancement of Academics Improve academic quality standards. Share academic opportunities across units. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 100

Enhancement of Quality of Life Accommodate the diverse needs of students. Develop and implement a comprehensive student retention plan. Promote healthy lifestyles for students, employees, and communities.

o See page 102

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School of Social and Behavioral Sciences Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Solicit faculty recommendations for

potential additions to faculty Hired new History professor: John Henris. Current searches for Director of Social Work, Psychology professor, and Criminal Justice professor Candidates have been expanded to include new sources.

1.1B Hold orientation sessions for new staff.

New faculty orientation was conducted August 22-23. A new faculty guidebook was developed.

1.1C Recognize outstanding faculty. Dr. Bill Shea was recognized as Outstanding Faculty Member at the SBSS Annual Awards Banquet. Other faculty was recognized for their accomplishments.

1.1D Support faculty research projects. Five (5) faculty members have received research or project funding.


1.2A Encourage faculty to consider publishing collaborative work and/or teach team taught courses.

Two courses were team-taught. Three collaborative conference presentations were presented. Two faculty members are currently working collaboratively on a publication.

1.2B Encourage faculty to attend national conferences.

Twelve (12) faculties attended nineteen (19) state, national, and regional conferences.

1.2C Encourage faculty to join state professional organizations associated with their field.

Twelve (12) faculties are members of national, state, or regional organizations. Two hold leadership positions in their organization.

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Objectives Strategy Outcomes 1.3 Enhance the university’s image,

visibility, and influence. 1.3A Advise the community of the

accomplishments of SSBS faculty and students.

With the assistance of Mr. Brewer we regularly publicize the accomplishments of our faculty and students. Student and faculty accomplishments have been featured in the newsletters of three national organizations. The Social Work Community Board meets regularly and discusses the School’s accomplishment. A State House Representative is a member of the Board and has attended other School functions.

1.3B Host student and faculty forums that are open to public participation.

Hosted an undergraduate research forum and two public discussions on child care and education.


1.4A Update and Revise SSBS website. The Web site is undated systematically to reflect changes to the eight semester plan, changes in majors and minors, and new courses and faculty.

1.4B Advise Academic Affairs of SSBS events and accomplishments.

Accomplishments are submitted to Academic Affairs and discuss by the Dean with the Provost. Often the accomplishments were initiated by or resulted from Academic Affairs support.

1.4C Enhance communication between Title IV-E of the Federal Social Securities Act (IV-E) and the SSBS.

The Dean and three additional members of SSBS are members of the IV-E advisory board. The board meets weekly.

1.4D Advise the community of the accomplishments of SSBS faculty and students.

As seen in 1.3A, the faculty regularly releases press information concern the School’s accomplishments. The Social Work faculty has also provided information during visits to schools and civic organizations.

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opportunities for graduates. 1.5 Secure additional paid and unpaid

internships for Social Work and Criminal Justice majors.

Psychology, Criminal justice, and Social Work have internship/practicum. Accrediting agencies and organizational policies limit paid internships/practicum in some disciplines. Two Social Work students did obtained paid internships.

1.6

Develop internal and external resources.

1.6A

Encourage more faculty members to apply for Faculty Research Grants.

Four faculty received research grants. One member has an NEH grant proposal submitted.

1.6B Secure additional Arkansas state-sponsored Student Undergraduate Research Fund (SURF) grants for UAM students.

Arkansas SURF Grant was awarded to one student. The History and Political Honors Societies both received external grants.

1.7 Recruit, retain and graduate students

1.7A Consolidate and strengthen the role of the student retention committee

The Committee was not active in the Fall semester. In the Spring semester the Committee was reformulated and asked to review and develop new procedures.

1.7B Recruit upper-division students to be mentors for incoming freshmen and sophomores in the SSBS.

Accomplished. Several upper-classmen have served as research and classroom mentors.

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students 1.7C Recognize student achievement Seventeen (17) students were recognized for their

achievements and eight (8) were presented scholarships at the Annual Awards Banquet.

1.7D Communicate more effectively with students on academic probation/suspension.

No change

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School of Social and Behavioral Sciences Strategic Goal 2: Enhancement of Academics


standards. 2.1A Foster faculty discussion about

strategies to improve academic quality standards.

Two School meetings were held to discuss academic standards, best practices, and the use of software to improve quality standards.

2.1B Revise and update the SSBS Senior Survey.

The senior survey was only administered to the Social Work Students. The School’s Assessment Committee was reconstructed and charged to address this issue.

2.1C Ensure that new faculty members understand what is expected of them in the classroom.

This topic was discussed during the August orientation and shortly after the appointment of new Dean. Expectations were also discussed during faculty evaluation and in smaller discipline specific groups.

2.1D Perform periodic review of Social Work curriculum leading into the 2013 accreditation period.

Social Work visit occurred in April. The Visit report was favorable with only minimal requests for additional information. The School’s response was sent on May 15th.

2.1E Perform periodic review of faculty syllabi for the inclusion of appropriate and timely information. Promulgate standards for Syllabi and procedures for Online courses.

The syllabi are reviewed by the Dean and new standards from Academic Affairs were added each semester.


2.2 Appoint a committee to investigate SSBS potential for interdisciplinary graduate degree.

The committee was not active this year. All efforts were directed by the faculty from specific disciplines and the Dean. Currently three possible degrees are being explored.

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School of Social and Behavioral Sciences Strategic Goal 2: Enhancement of Academics


needs of students. 2.3 Encourage faculty members to hold

more classes in the evenings or online.

The on-line course listings have greatly increased and three evening classes where offered. The Criminal Justice major has been revised to be completely available on campus or online.

2.4 Enhance UAM’s image. 2.4 Network with the community about job opportunities for recent graduates by discussing what is desired in UAM graduates.

Accomplished See 1.3A

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School of Social and Behavioral Science Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 Provide information to SSBS students

regarding services on campus that offer counseling and/or advice about improving academic skills (e.g., the writing center and UAM’s mentoring program).

Every syllabus has information to help students in this area. Faculties regularly discuss these services early in the semester.


3.2A Consolidate and strengthen the role of the newly-formed Student Retention Committee.

This Committee has been reformulated and has begun a retooling of all procedures

3.2B Regulate the letters sent to students in the department.

Accomplished. The Administrative Assistant has been very effective in this area.


3.3 Provide information regarding healthy choices to students.

Several classes include discussions of healthy lifestyles.

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Strategic Plan Review 2013-14 College of Technology - Crossett

UAM is Dedicated to Providing Educational Opportunities Strategic Goals Objectives Outcomes

Enhancement of Resources Recruit, develop and retain a quality faculty and staff. Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Enhance the research environment for faculty and students. Improve internal and external communications. Improve employment opportunities. Develop internal and external resources. Recruit, retain and graduate students.

See page 104



Improve internal and external communications. Provide the latest technology to our students and faculty. Utilize our Colleges of Technology to offer technical programs to


See page 116

Enhancement of Quality of Life Accommodate the diverse needs of students. Develop and implement a comprehensive student retention plan. Promote healthy lifestyles for students, employees and

communities.

See page 121

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College of Technology-Crossett Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Provide professional development

opportunities for faculty, staff, and administration.

Administrators and faculty members participated in the UAM Professional Development Week on the UAM campus; Administrators completed additional professional development which included Assessment Instruments, Title IX and Campus Security Issues, Special Student Services, MOOC from Duke University (History and Future of Higher Education; Staff and faculty members holding an Arkansas Professional Teacher’s License completed 60 hours of continuing education as mandated by legislation; and Nursing faculty met the required number of continuing education hours to maintain their nursing licensure.

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quality faculty and staff (continued).

1.1B Maintain a faculty and administrative staff who are members of a professional organization.

Professional memberships held by the staff and faculty include: Practical Nursing Council-One faculty member; Nurse Administrators of Nursing Education-One faculty member; Arkansas Licensed Practical Nursing Association-Two faculty members; Southern Early Childhood Association-One faculty member; Learning Disabilities Association of Arkansas/America-One staff member; Association of Supervision, Curriculum, & Development-Two staff members; International Society for Technology in Education-One faculty member; National Council of Teachers of Mathematics-One faculty member Arkansas Hospitality Association-One faculty/one staff member; American Welding Society-One faculty member; American Health Information Management Association-One faculty member; Health Occupation Student Association-Advisor, one faculty member; American Higher Education Association for Disabilities-three staff members; and Arkansas Association for Adult and Continuing Education-One staff and one faculty member.

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quality faculty and staff 1.1C Develop a mentoring program for

new faculty members. No formal faculty mentor program has been organized and defined; however, faculty members have volunteered and are assisting new faculty members in the area of instructional planning and assessment.


1.2A Review and update all current articulation/MOU agreements with high schools or higher education institutions, and internship/preceptorship agreements with businesses/industries.

Memorandums of Agreement for Concurrent courses were established with the Crossett Public Schools and the Hamburg Public Schools; Internship agreements are in effect for the Hospitality Services and Administrative Office Technology programs. Three new employers entered an internship agreement during this academic year; Clinical contracts for the Practical Nursing program are reviewed on an annual basis and revised in agreement with the health care provider and the college; Clinical agreements with long-term care healthcare providers are in effect for the Nursing Assistant course; Preceptorship agreements with health care providers have been reviewed and updated for the Practical Nursing program; and Meetings are in progress to review and update existing articulation agreements with two area high schools.

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networking and collaboration (continued).

1.2B Review all current occupational advisory committee membership to ensure representation of community, business, industry, and all sectors of the community.

UAM-CTC Advisory Board is composed of business, industry, education, and community members representative of the college’s regional service area. These members are appointed by the University of Arkansas Board of Trustees and approved by the Governor with specific terms of service; Memberships of program advisory committees are monitored annually to ensure required representation with a minimum of five members per committee; and Program advisory committees for UAM-CTC include: --Adult Education --Administrative Office & Health Information Technologies --Career Pathways Initiative --Computer Maintenance/Networking --Early Childhood Education --Electromechanical Technologies --Health Occupations --Hospitality Services --Welding Technology

1.2C Maintain current number of apprenticeship partnerships.

The number of regional electrical contractors/apprenticeship partners have remained the same.

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networking and collaboration (Continued).

1.2D Develop and conduct customized training courses for businesses, industries, labor and/or governmental agencies.

A total of 673 individuals were provided non-credit classes in the areas of safety, child care, welding, etc., which totaled 11,916 clock hours of training; Several non-credit short-term training courses (ranging from 50-80 clock hours) were developed for the Career Pathways Initiative to assist TEA recipients which included ServSafe, Customer Service, and Employability Skills. These courses aim at providing students with the entry-level skills needed to enter employment in the food industry; Electrical apprenticeship classes are provided for electrical contractors; Early Childhood Education classes are provided for area pre-schools and daycares; The Welding Technology program incorporated the NCCER training materials into its existing courses/curriculum in order to better meet the needs of regional employers; and The Adult Education and Career Pathways programs continue to work with the local Arkansas Workforce Center and area businesses and industries to prepare individuals to earn a Career Readiness Certificate (CRC) which is often a requirement and/or a preference for employment.

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image, visibility, and influence. 1.3A Support the involvement of faculty

and staff in community events. Staff and faculty members are involved in the community and have provided community support through participation in area civic organizations and activities including: Chamber of Commerce committees and banquets, business and industry ribbon cuttings, Project Graduation, Go Red-American Heart Association, area Flu Clinics, Relay for Life, Life Share Blood Drives (host 2 annually), Area Food Pantry, Helping Hands, Rotary Fundraisers (for scholarships), College Goal Sunday, Ashley County Hometown Health Improvement Coalitions, Southeast Arkansas Workforce Investment Board, Ashley County Single Parent Scholarship Board, Crossett Economic Development Foundation Board, West Ashley County Water Commission, Crossett Public School Leadership Committee, Crossett Committee for the Future, volunteer fire departments, and other civic/community organizations/activities.

1.3B Enhance aesthetic appeal of college property through buildings and/or grounds improvement projects.

The carpet was replaced with tile in the Practical Nursing classroom and lab; and The front entrance lobby was repainted and preparations made for laying new floors.

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Objectives Strategy Outcomes 1.4 Enhance the research

environment for faculty and students.

1.4A Identify growing occupational fields for new program consideration.

Research of employment trends indicates the need to add a Heating, Ventilation, and Air Conditioning (HVAC) program. The establishment of a technical certificate HVAC program is in the early stages. The funding and needed classroom/lab space to house the program are in planning; and Trends indicate that health profession careers are growing and options are under consideration as to how existing courses/programs may be utilized to expand into other health care professions as funding and resources become available.

1.4B Add/enhance programs of study in growing occupational fields as identified and assess the need to maintain existing programs.

Upon review of existing program enrollment and effectiveness, the Correctional Law Enforcement was not offered during the 2013-14 academic year and the resources for that program were reallocated to those programs that were growing in enrollment and meeting workforce needs; and Employment trends indicate growth in the health information/ technology/electronic health records field and in the electromechanical technology field. Because graduates of these programs are in high demand, enhancements have been made to these programs to make sure that the curricula are aligned with the progressive workforce needs of each occupational area. Also, equipment and training aids have been purchased to further enhance instruction in these occupational areas.

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communications. 1.5 Review and update all program

brochures, flyers, and informational material to ensure accuracy.

The website for UAM-CTC is updated and includes the latest curricula information and continual efforts are made to keep the campus’ web-based information in compliance with accessibility guidelines; and All brochures have been reviewed and are current in content.


1.6 Develop internship programs that teach technical skills by alternating traditional instruction and cooperative training through written arrangement between the institution, employers, and students.

Existing internships have been expanded and the number of participating employers has increased; Current internships exist for the following technical programs: -Administrative Office Technology -Early Childhood Education (Practicum) -Hospitality Services; and New internship courses are being developed for the following technical programs: -Electromechanical Technology-Instrumentation -Computer Maintenance/Networking

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resources. 1.7A Equip classrooms with LCD

projectors and in-room computer linkage.

This goal is nearing completion. All classrooms, with the exception of two, have been equipped with ceiling-mounted LCD projectors; and All classrooms, with the exception of one, have internet linkage.

1.7B Develop a plan for expansion of

facilities to accommodate more technical programs.

This goal is currently in progress. An architect is working with the campus’ administration to explore the available options for expansion and projected cost.

1.7C Equip classrooms with SMART

technology capability. Although another SMART Board is needed for mathematics and computer courses, this goal will have to be carried forward due to limited funding resources.

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students. 1.8A Identify new recruitment

opportunities and maintain existing recruiting activities and/or projects.

This year a shared recruitment team composed of a recruiter from the Monticello, Crossett, and McGhee campuses was utilized to recruit. Due to limited staff and multiple recruitment invitations during the same time period, one recruiter would attend an event and represent all three campuses. At least one representative from the colleges of technology covered recruitment events at the following high schools: Crossett, Hamburg, Bastrop Strong, Hermitage, Dollarway, Cornerstone, Warren, Lake Village, Dumas, Dermott, and McGehee; A new effort to recruit students was the offering of concurrent technical courses in area high schools; As an effort to recruit students, area meetings were set up in partnership with DHS to recruit students for training with assistance through Career Pathways; and Existing recruitment activities were maintained during the year which included setting up recruitment booths at festivals, presentations to civic organizations, attending workforce events, participating in Weevil Welcome, and instructors serving as resource speakers in area schools.

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students. 1.8B Provide new tutoring sessions

and/or workshops for students. Various workshops were conducted for students which included Learning Styles, Study Skills, Time Management, Test Taking Skills, and Stress Management; Instructors scheduled a resource speaker and incorporated note-taking and study skills into their curricula when there was an identified need; Additional tutoring opportunities were provided to math students by extending the number of hours per day that students could receive tutoring throughout the day and evening hours. A part-time tutor and a teacher were available to tutor a combined total of four hours per day in math; A computer lab was made available for students to receive tutoring and assistance with assignments utilizing Assessment and Learning in Knowledge Spaces (ALEKS); and A new Technical Orientation course was implemented to assist those students who made 14 or below on the ACT exam.

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students (Continued). 1.8C Adopt a recognition program for

student achievement. The Chartered membership of the National Vocational Technical Honor Society for the Crossett campus has been established. Two faculty advisors have been appointed. The NVTHS is currently progressing through the University’s approval process and should be in place by Fall 2014.

1.8D Develop a mentoring program for incoming students.

This goal will be carried forward since a formal student mentoring program has not been developed. Currently student mentoring is done informally through the Counselor, Career Coach, Director of Student Services, and faculty advisors.

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College of Technology-Crossett Strategic Goal 2: Enhancement of Academics


standards. 2.1A Ensure quality assurance through

internal and external reviews. Program assessment reports, student assessment data, grade distributions and course/instructor evaluations were compiled and/or reviewed to improve the courses and their instructional delivery.

2.1B Maintain accreditation with COE. This goal will be dropped in the next Strategic Plan since

UAM-CTC decided to not seek continued accreditation by the Council on Occupational Education.


2.2A Provide flexible and innovative professional development activities that are common to all programs.

Professional development common to the staff and faculty was provided which included the topics of the Higher Learning Commission Expectations and Bloom’s Taxonomy; Professional development common to all faculty that was presented during the year was Creating Rubrics, Teaching Styles Inventory, Classroom Assessment Techniques, Writing Learning Outcomes, Reduce Cheating in the College Classroom, Getting Students to Prepare, Making Lectures More Active, and Improving Student Attendance; and Professional staff and faculty also attended Professional Development sessions on the UAM main campus during the week of August 13-15, 2013.

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Objectives Strategy Outcomes 2.2 Share academic opportunities

across units (continued). 2.2B Develop new technical programs that

coordinate course materials which cross academic units.

Employment trends project many job openings in the field of Heating, Ventilation, and Air Conditioning (HVAC). A HVAC program is under development which would utilize those courses that are common to the other technical programs such as Technical Communications, Advanced Industrial Mathematics, and Computer Fundamentals.


2.3 Develop new programs consistent with future employment trends as outlined in current employment data and projections for the service area.

Employment data within UAM-CTC’s service area reflects that healthcare/nursing and electromechanical-related jobs are in high demand. Each of these program’s advisory committees are composed of employers within the service area who review and assist with keeping the curricula aligned with the current and future needs of the occupational fields.


2.4 Schedule inter-campus meetings of faculty and staff to increase awareness of academic networking potential.

Representatives from Academic Affairs met with the faculty to provide advising training; Representatives from the Crossett campus serve on the UAM Library Committee, High Learning Commission Committees, Human Relations Committee, Assessment Committee, Program Review Committee, Marketing Committee, Committee on Committees, and other such committees as the need arises; The Technical Curriculum & Standards Committee is composed of members of all three campus who review and process proposed curricula changes; and Joint UAM campus meetings that assisted with enhancing communication between campuses included: those committees listed above and the Executive Council, University Council, Academic Council, Information Technology Committee, Cost Savings Committee, and other UAM appointed committees.

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to our students and faculty. 2.5A Develop and offer on-line technical

classes. Four new on-line courses were offered during the Spring 2014 semester which included: Tech Keyboarding Applications, Tech Word Information Processing, Tech Child Guidance, and Tech Business Communications.

2.5B Complete a campus-wide assessment of instructional and lab equipment and develop a plan to address any deficiencies.

During the annual budget planning process, faculty members are given an opportunity to present their budget and equipment requests. The Budget Request completed for their instructional programs and equipment needs are reviewed and funded based upon priority of importance and availability of funds.

2.6 Utilize our Colleges of Technology to offer technical programs to all campuses.

2.6A Provide technical training opportunities for secondary students to prepare them for advanced/high- skill technical programs.

Two technical concurrent courses were offered at the Crossett High School with a total enrollment of 48 students in the Nursing Assistant and Medical Terminology courses; and ▪High school students continue to earn credit toward certificates of proficiency and technical certificates through existing articulation agreements with area high schools.

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Technology to offer technical programs to all campuses (continued).

2.6B Provide short-term technical courses for adults and youth who need and desire training, retraining, and/or upgrading of skills to achieve entry, stability, or advancement in employment.

A total of 673 individuals were provided non-credit classes in the areas of safety, child care, welding, etc., which totaled 11,916 clock hours of training; Several non-credit short-term training courses (ranging from 50-80 clock hours) were developed for the Career Pathways Initiative to assist TEA recipients which included ServSafe, Customer Service, and Employability Skills. These courses aim at providing students with the entry-level skills needed to enter employment in the food industry. UAM-CTC provides 10 credit-hour technical training courses/programs (usually one semester) which lead to a Certificate of Proficiency; and Electrical apprenticeship classes are provided for employees of electrical contractors and industries.

2.6C Develop and offer technical courses by Compressed Interactive Video (CIV) that originate from the Colleges of Technology campuses.

This goal will be carried forward. The demand for instruction through CIV has decreased with the offering of on-line classes.


2.7A Offer career guidance and counseling opportunities for each student.

Students are provided career guidance/counseling by the -Counselor -Director of Student Services -Career Support Services Facilitator -Career Coach -Faculty Advisors; and Supporting evidence shows that each student has contact with at least four guidance/counseling providers at UAM-CTC during each enrolled semester and/or summer term.

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needs of students (Continued). 2.7B Offer technical courses as evening,

night, weekend, or on-line courses to accommodate the diverse needs of adults.

Technical and general studies courses are offered during the day and evening; The Crossett campus continues to be a four-day week instructional campus with classes offered Monday through Thursday (having no Friday classes reduces transportation and childcare costs of students, and allows them an extra day to work—which assists them financially); UAM-CTC offered four new on-line courses during this academic year; and No weekend classes have been requested or offered.

2.8 Enhance UAM’s image. 2.8A Incorporate accreditation and articulation agreement information into promotional materials.

The incorporation of accreditation and articulation agreement into promotional materials is a continual process.

2.8B Maintain and update professional publications and website.

Printed and distributed publications have been updated and include curriculum changes approved within the academic year; and The website for UAM-CTC is updated and includes the latest curricula information and continual efforts are made to keep the campus’ web-based information in compliance with accessibility guidelines.

120

College of Technology-Crossett Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1A Promote available counseling and

wellness services through posters, flyers, and informational materials.

Flyers are posted around the campus announcing to students the offering of various workshops and opportunities that promote student success and wellness; Students are informed of various counseling and wellness services through UAM emails; and Various types of pamphlets and brochures are provided to students about counseling through qualifying programs and agencies such as Arkansas Rehabilitation Services and the Career Pathways Initiative.

3.1B Review and assess resources and services to determine if they meet the needs of all students, with special emphasis on students with disabilities and disadvantaged students.

Provided staff and faculty with access to Mandatory Reporting training either on-line or face-to-face and documented participation; Provided students access to and guidance by a Special Student Services representative; Coordinated services with Arkansas Rehabilitation Services and other appropriate agencies for both technical, non-technical and GED® students; Conducted informal screenings for learning, attention, vision, and hearing problems and make appropriate referrals; Determined student needs and identified available resources through the employment of a Career Coach that provided one-on-one contact with students experiencing socio-economic and academic difficulties; and Participated in professional development to better provide for the diverse needs of adult students.

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needs of students (continued). 3.1C Provide campus-wide wireless internet

access. The Main and McGoogan Buildings and the Career Pathways modular building are wireless and the Industrial Technology building will be wireless in the very near future.

3.1D Develop a job placement office. This goal has not been met and will be carried forward due to lack of funding; A very successful job fair was held for graduates during the Spring 2014 semester which included employers from Arkansas, Mississippi, and Louisiana; Both faculty and administrators have been working diligently to establish closer relations with employers; Several employers visited the college and many are scheduled on a regular basis to come to the campus to recruit and/or interview potential graduates; and Several employers are by-passing employment agencies and contacting the college directly to seek applicants for their jobs due to the success they have experienced with the hiring of previous graduates.

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3.2A Develop and incorporate procedures to identify at-risk students.

Carl Perkins funds were utilized to employ a Career Coach to assist at-risk students with successfully completing their educational goals; Developed policies and procedures to identify at-risk students utilized by staff and faculty members including the following: --monitoring of attendance --conducting individual conferences --reviewing mid-term grades --referring for tutoring --referring for counseling --referring to outside agencies; and The Counselor, Director of Student Services, Career Support Services Facilitator, faculty members, and other designated staff members all participate in the procedures established to identify at-risk students.

3.2B Schedule orientation sessions for new and returning students.

An orientation session is scheduled for new and returning students in the afternoon on the Monday before classes begin during both the Fall and Spring semesters; Two orientations are conducted for the Practical Nursing program—one two-hour session in May and one four-hour session in August before classes start; and The Adult Education and Career Pathways Initiative each provide separate orientations for their programs.

3.2C Offer college work-study positions that will benefit students financially, while providing resources for the institution’s staff.

A total of 13 college work study students were employed for the fiscal year which included classroom/lab assistants, computer lab facilitators, library clerks, tutors, and building and grounds maintenance workers.

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Objectives Strategy Outcomes 3.3 Promote healthy lifestyles

for students, employees, and communities.

3.3A Provide activities or programs for students, employees, and community members to promote healthy lifestyles, overcome and prevent discrimination and stereotyping, and promote wellness related to personal and occupational environments.

The Career Coach provided workshops on Time Management, Stress Management, Improving Finances, and Balancing Family and College; Various health and fitness opportunities were promoted by email and flyers by UAM and are available to students and faculty; The UA Cooperative Extension Services worked with UAM-CTC’s staff, faculty, and students to provide fitness and healthy lifestyle activities and materials; Instructional materials in various classes include videos, assignments, and discussions to openly examine stereotypical views, values, and beliefs; A faculty member is a member of the Ashley County Hometown Health Improvement Coalition and provides information to staff, faculty, and students; and The Practical Nursing students participated in community activities and fairs that promote wellness and good health.

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Objectives Strategy Outcomes 3.3 Promote healthy lifestyles

for students, employees, and communities (continued)

3.3B Provide events that promote multi-cultural awareness, social skills, and teamwork abilities of students.

Most technical programs require the completion of an Employability Skills/Work Ethics course which addresses the importance of teamwork, citizen responsibility, social skills, and cultural awareness/diversity; The Health Information Technology, Administrative Office Technology, Practical Nursing, Early Childhood Education, and Hospitality Services instructors incorporate concepts involving social skills and multi-cultural awareness through instruction and assignments; and The English and Technical Communications instructor incorporates reading and writing assignments that are designed to promote multi-cultural awareness and identify stereotyping and discrimination.

3.3C. Provide students, faculty, and staff

with on-site recreational space and equipment.

This goal will be carried forward due to limited space and funding.

3.3D Expand the staff/faculty lounge to

improve morale and create a more stress-free environment.

This goal will be carried forward due to limited space and funding.

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Strategic Plan Review 2013/2014 College of Technology - McGehee


Strategic Goals Objectives Outcomes

Enhancement of Resources Recruit, develop and retain a quality faculty and staff. Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Enhance the research environment for faculty and students. Improve internal and external communications. Improve employment opportunities. Develop internal and external resources. Recruit, retain and graduate students.

o See Page 128



Improve internal and external communications. Provide the latest technology to our students and faculty. Utilize our Colleges of Technology to offer technical programs to


o See Page 133


communities.

o See Page 136

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College of Technology - McGehee Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1 A Provide in-service training

opportunities for faculty, staff, and administration.

Yes; over 90% of the faculty attended 30 hours of in-service training. Dates of training were: August 13-16- Accreditation, Compliance, Strategic Planning, SharePoint Designer software & Conditional Prep Assessment: 30 Hrs September 27th - Advising, WeevilNet, Special Student Services & Recruitment/Retention: 6.5 hrs October 13th - PeopleSoft Technology Training: 1 Hr November 8th – UBIT, Evaluation & Updates: 4 hrs February 21st – Adult education, WAGE & barriers to student success: 4 hrs April 4th. Nine keys to Success & Stress in the classroom Student Services and departmental reports 4 hrs.

1.1 B Research feasible employee benefits, incentives and strategies to aid in the recruitment of quality faculty and staff.

Plan was reviewed and updated as required.

1.1 C Recognize outstanding faculty. Two faculty members were selected and given awards (College of Technology McGehee annual award and McGehee Chamber). Media releases were published for the events.

1.1 D Promote the existing tuition waiver policy for faculty and staff.

Six Faculty members benefited from the tuition waiver.


1.2 A Review, update, and develop networks in all current internship/preceptorship contracts and memorandums of understandings among secondary schools, businesses/industries and higher education institutions.

Goal met by departments and campus. Examples include: Bradley County Economic Development Center and Intermodal are now providing opportunities for Heavy equipment students. Concurrent credit expanded from two partners to three, and added one additional course offered.

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networking and collaboration (continued).

1.2 B Review all current advisory committee membership to ensure adequate and appropriate representation of businesses, industries, and all sectors of the community.

Each department as well as the campus has reviewed their membership. New member letters will be evaluated and sent out for the next academic year as required.

1.3

Enhance the University’s image, visibility, and influence.

1.3 A Associations will be cultivated with legislators and other local and state officials.

Through close interaction and working relationships with local and state officials. Meetings were held with district representatives, the governor, local mayors and other officials.

1.3 B Expand community organization involvement.

Direct service hours increased by 150% (data from 2013 Volunteer Study). Other community events such as Owlfest, Dingdong Days, and the Pink Tomato Festival had UAM CTM participation.

1.3 C Promote the placement rate of students in their field of study.

Goal not met (see Gainful Employment Report for data). This is a crucial goal for the mission of the university and will be given appropriate attention for the next plan.


1.4 Identify departmental research needs

No research needs were identified for the year.

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communications. 1.5 Ensure university media material is

current and maintain accuracy of student learning outcomes, program requirements and contact information in printed and electronic material.

All brochures were reviewed and updated as required.


1.6 A Maintain and increase opportunities for channeling students into internship and employment.

Each program hosted departmental meetings and assessed their internships. All programs with internships were maintained.

1.6 B Increase student employment opportunities on campus.

One student worker position was added in the Adult Education lab and one in Career Pathways learning center. This is an increase from 2012-2013.

1.6C Utilize the student career coach. Hosted two career fairs one at Southeast Arkansas Community Based Education Center, and one at UAM College of Technology McGehee. Over 50% of eligible students utilized the services of the career coach. (Data available in career coach office and project coordinator reports)

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resources. 1.7 A Develop and encourage

departmental collaboration campus wide.

Facilitating departmental collaboration through 4 scheduled meetings.

1.7 B Promote external professional development opportunities

Faculty attended over 100 hours of Professional development.

1.7 C Identify current advancement in technology and equipment.

Each program created a list of needs and prioritized items for purchase through department budgets, grant money, and special funding. Data available from survey results.

1.7 D Partner with business, industry, labor, and government entities to identify possible resources

Goal met through the attendance of chamber meetings (Lake Village, Dumas and McGehee), legislative sessions, as well as local business and industry meetings. Examples include: Arkansas Early Childcare Association Head Start Policy Board


1.8 A Enhance student support services by offering the following: institutional and departmental orientation, assessing student learning outcomes, counseling, advising, tutoring, and consistent support/contact with all current students.

Orientation was offered at the beginning of the Fall 2013 and Spring 2014 semesters. Documented (see Director of Student Services for data) recruiting took place at job fairs and high school events. All faculties reported 6 recruitment activities in their annual evaluation reports. Other activities included : participating as a judge for the Monticello Science fair (science courses),

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students (continued). 1.8 B Increase credit enrollment of full-

time equivalent (FTE). Goal not met.

1.8 C Update and maintain retention plan and strategies.

The retention plan and strategies are constantly updated and continuously developed. The retention numbers indicate improvement.

1.8 D

Review current programs to ensure multiple exit points.

All applicable programs have the required exit points.

0

200

400

2012-132013-14

Stud

ents

Enrollment of FTE

Fall

Spring

63%

66%

60%62%64%66%68%

Fall2013

Spring2014

Student Retention Rate

Student…

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College of Technology - McGehee Strategic Goal 2: Enhancement of Academics


standards. 2.1 A Research and plan for implementing

viability standards mandated by the Department of Higher Education.

Viability reports are submitted annually to the Arkansas Department of Higher Education Office. The reports are maintained in the Vice Chancellors Office.

2.1 B Create and utilize assessment tool for each program to ensure Student Learning Outcomes are being measured in every program.

All programs present reports to Counsel on Assessment of Student Academic Achievement on a three year rotating basis which includes assessments of student learning outcomes.

2.1 C Identify and assist students who have deficits in technical math and English.

Analysis of data was conducted in the summer to determine necessity of remedial courses. Results of the data created policies and efforts to TABE test students. A learning center was constructed to serve the students. English and math instructors hold office hours in the lab to better assist students with deficiencies.

2.2


2.2 A Meet with other departmental faculty bi-annually to discuss curriculum alignment.

Departments meet at staff meetings. Programs with more than one member hold meetings (Administrative Office Technology, Nursing, and Early Childhood Education) to collaborate (minutes available from departments’ assessment reports).

2.2 B

Encourage faculty to combine cooperative efforts between interdisciplinary programs.

Target met though meetings and objective was advanced through efforts such as a prior math instructor teach Dimensional Analysis to Nursing students, a math instructor working with welding students on application of trade math, and paramedics working with nursing students.


2.3 A Provide diverse selections of internship opportunities.

Departments have conducted meetings. Examples of opportunities include: Early Childhood Education offers internship opportunities in the following areas: private school, public school, state programs and Head Start.

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faculty/student research and creative activities and increase experimental and service learning opportunities (Continued).

2.3 B Support a research/field trip for students in each program of study to participate in new, creative learning opportunities.

All programs incorporated creative learning opportunities.

2.3 C Provide customized training programs as identified by business and industry.

Over 187 specialized training courses were conducted (see project coordinator board report for data).


2.4 A Partner with business, industry, labor, and government in our service area to identify training needs.

187 specialized training courses were offered for business and industry.

2.4 B Communicate with faculty, staff and students through meetings, emails and activities.

Quarterly staff meetings, orientation, Blackboard training, and WeevilNet training were conducted each fall and spring. Student activities included homecoming week, student window painting competition, and Halloween costume contest.

2.4 C Improve student/faculty communication for online classes

All students enrolling in online course were given informational sheet and special orientation opportunity.


2.5 A Review and identify program and campus specific needs in the area of technology/teaching equipment.

Each program created a list of needs for purchase through department budgets and grant money. Data available from survey results.

2.5 B Provide the latest technology through collaborative funding.

Equipment purchases will be written into Carl Perkins Program Year 2015 grant based on need and impact of equipment.

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2.6 Coordinate with UAM College of Technology Crossett and UAM main campus to determine technical programs needed on other campuses, (i.e. Keyboarding).

Face to face keyboarding was offered in the Fall 2013 semester on the Monticello campus. Online technical classes are available to all campuses.


2.7 A Provide professional development to faculty regarding the diverse needs of students.

Several faculties attended training seminars. Content included teaching millennial, Learning Equals Earning, and improving first year orientation courses. Additionally, The Federal Program Manager for Carl Perkins, delivered training through the “Student Success Poker” activity during a staff meeting.

2.7 B Provide guidance and counseling to enable all students to have a greater understanding of the educational options made available for special needs students.

100 percent of qualified students were offered special student services orientation and cards.

2.7 C Identify resources to accommodate the diverse needs of students.

In the classroom, instructors are assessing student learning styles. Single Parent scholarships and workshops are offered. Multiple course offerings and delivery methods are provided.

2.8 Enhance UAM’s image. 2.8 Improve UAM’s image through media Pictures, articles, and radio announcements were sent through UAM for publication. Outdated pictures on the webpage were updated.

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College of Technology - McGehee Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 A Offer alternative schedule and

delivery methods for courses. Goal met via diverse course offerings (see semester schedules for data).

3.1 B Increase faculty awareness of the diverse needs of students.

The Carl Perkins Federal Program Manager delivered training through the “Student Success Poker” activity during a staff meeting.

3.2

Develop and implement a comprehensive student retention plan.

3.2 Update and implement a student retention plan.

This year, retention activities included an orientation to new students, a meet and greet with the Career Coach, use of Early Alert forms, group study events, student of the month recognition and school spirit activities.


3.3 A Provide opportunities in healthy living for students, faculty and the community.

Efforts were taken to improve healthy living via competitions and the hosting of a wellness fair on the McGehee campus. No fitness course was offered.

3.3 B Provide students, faculty, staff and administration access to free tobacco prevention /cessation services and resources.

Goal met, seminar offered on main campus.

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Academic Affairs UAM is Dedicated to Providing Educational Opportunities


Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Improve internal and external communications. Improve employment opportunities. Develop internal and external resources. Recruit, retain and graduate students.

o See page 138




o See page 140


communities.

o See page 142

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Academic Affairs Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Solicit faculty recommendations for

recruitment. At least 12 faculty members were contacted regarding recommendations for recruitment of other faculty.

1.1B Offer professional development for faculty based on determined need.

One all-day session for new faculty and four general sessions for all faculties were held.

1.1C Recognize outstanding faculty. There were at least 7 instances where outstanding faculties were recognized.

1.1D Support faculty research projects and encourage solicitation of external funding sources.

All faculty research projects were reviewed via an annual report submission. Faculties were notified of at least 6 grant opportunities.


1.2A Attend professional conferences and disseminate information on available opportunities for professional growth.

All Academic Affairs staff members attended at least two conferences for professional development.

1.2B Attend community activities and meetings.

Academic Affairs staff attended at least 12 community events/meetings.

1.2C Host meetings to foster collaboration. Four meetings were held to foster collaboration.


1.3 Share time, knowledge, and resources with external public.

At least 12 meetings were attended to share knowledge with the external public.


1.4.A Apprise Media Services of good news, human interest stories, regarding faculty, staff, and students.

Media Services was apprised of newsworthy articles regarding faculty, staff, and students at least 12 times.

1.4.B Solicit unit information that can be disseminated internally and externally.

Updates were provided to academic units and staff at least 14 times regarding program updates, E-versity, online courses, and Blackboard.

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Academic Affairs Strategic Goal 1: Enhancement of Resources Objectives Strategy Outcomes 1.5 Improve employment

opportunities. 1.5 Offer new courses, programs, and

degrees. One new program, P-6 Education, was approved.


1.6 Disseminate grant and research possibilities.

A minimum of 15 emails were sent to faculty disseminating grant opportunities.


1.7A Provide representatives at events for students or potential students.

At least 10 events were attended by Academic Affairs where students or potential students would be present.

1.7B Increase mentor contact. Mentoring office was moved to a more central location. Mentors telephone surveyed 2nd semester freshmen and telephoned incoming freshmen.

1.7C Contact students who never completed college but who have completed at least 90 hours.

Students w/>120 hours and 2.00 or > GPA were reviewed; 23 are pending Registrar review for a degree. One graduated in May, 2014.

1.7.D Provide training for academic advisors. Four sessions for academic advisors were held.

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Academic Affairs Strategic Goal 2: Enhancement of Academics


standards. 2.1A Document number of students who

are successful with professional exams.

Records regarding professional exams are maintained in each unit. Deans indicate to the Provost student success rates.

2.1B Perform periodic review of faculty syllabi for the inclusion of appropriate and timely information.

At least 40 syllabi were reviewed and checked for inclusion of correct information.

2.1C Review academic programs periodically.

The history and political science programs were reviewed this year according to the 10-year program review plan.

2.1D Apply policy changes mandated by the legislature or the Dept. of Higher Education.

The new concurrent enrollment policy was approved in July, 2014.


2.2 Have a Unit Update with Deans at Academic Council meetings.

At least 18 Academic Council meetings included unit updates.


2.3 Support faculty/study research and other learning opportunities.

There were 11 faculty research projects approved by the Faculty Research Committee. Seven grant opportunities were applied for by faculty.


2.4 Apprise Media Services of new programs and degrees.

Media Services was apprised of the new P-6 Education degree program.


2.5A Support unit efforts to purchase technology equipment.

At least 15 purchase orders were approved for new equipment/software/technology upgrades.

2.5B Support AREON (Arkansas Research and Education Optical Network) activities.

AREON has been inactive in the past year.

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Academic Affairs Strategic Goal 2: Enhancement of Academics Objectives Strategy Outcomes 2.6 Accommodate the diverse

needs of students. 2.6 Offer a variety of courses in a variety

of subject areas and varying time slots including more online, varying course lengths (such as 8 weeks)

The number of online courses on the Monticello campus continued to grow from 69 in the fall of 2012 to 77 in fall of 2013. The number of spring and summer courses also increased during the same timeframe.

2.7 Enhance UAM’s image. 2.7 Increase the number of graduates in degree programs.

2012 graduates = 569 (38 Masters;372 bachelors; 197 Associate) 2013 graduates = 451 (56 Masters; 305 bachelors; 146 Associate) 2014 graduates = 495 (52 Masters ;222 bachelors; 422 Associate)

141

Academic Affairs Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 Offer a variety of programs, courses,

and degrees. The number of courses offered online grew as well as a new degree program was offered. There were discussions with faculty regarding internship and community service programs.


3.2 Review academic unit retention plans to develop a comprehensive plan.

Retention ideas were discussed at each Academic Council meeting and are noted in the minutes of each meeting.


3.3 Provide information regarding healthy choices to the UAM community.

Weevil Wisdom was distributed to all incoming freshmen and transfer students. All DEV 101 First Year Experience students received a copy of Weevil Wisdom.

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Division of Advancement and University Relations UAM is Dedicated to Providing Educational Opportunities


Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Enhance the research environment for faculty and students. Improve internal and external communications.

o See page 144

Enhancement of Academics Improve academic quality standards. Share academic opportunities across units. Increase opportunities for faculty/student research and increase

experimental and service learning opportunities. Improve internal and external communications. Provide the latest technology to our students and faculty. Utilize Colleges of Technology to offer technical programs to all

campuses. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 148


communities.

o See page 150

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Division of Advancement and University Relations Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Provide funding for academic units to

host program specific alumni activities. Some academic units hosted program specific alumni activities, but additional funding for these events was not needed from the Office of Advancement.

1.1B Engage faculty and staff for external fundraising efforts.

Several faculty and staff members participated in grant writing, donor correspondence and stewardship. Examples include the Herbarium, Nursing Simulation Lab, The Centennial Circle endowment and athletics.

1.1C Highlight faculty achievements. Faculty achievement was often highlighted in UAM Magazine and in news releases. Additionally, achievement was highlighted during commencement exercises with the Hornaday Outstanding Faculty Award.


1.2A

Develop professional connections for new concepts and ideas

The Office of Advancement staff participated in webinars and the Vice Chancellor communicated with and visited peers concerning gift receipting and phonathon administration.

1.2B Collaborate with outside agencies regarding alumni programs.

The Director of Alumni Affairs became active in a group of Arkansas university alumni directors.

1.2C Develop continuing education program for alumni and friends

The Continuing Education/Community Education Director offered many new programs with enrollment increasing annually. “Kids’ University” is a new initiative beginning in Summer 2014.

1.3 Enhance the University’s image, visibility, and influence.

1.3A

Produce UAM Alumni Magazine

UAM Magazine is distributed to 17,000 alumni and friends three times per year. It has been positively received, based on alumni comments and interest in providing input.

1.3B Development of University Facebook account

There are several UAM Facebook accounts which are active and updated frequently.

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Objectives Strategy Outcomes 1.3 Enhance the University’s

image, visibility, and influence (Continued).

1.3C Presence at University and Community functions

The Office of Advancement staff and the Vice Chancellor activity participant in almost all UAM functions, and many community functions.

1.3D Development and branding of university logo and media campaigns

The Vice Chancellor is a member of the UAM Marketing Committee. A request for proposals was issued for website redesign, content strategy, content management, training and copywriting/infographic production. Other outsourcing is also being considered. Billboards are located in selected areas of the State. New television commercials were produced by a professional company, focusing on tradition, affordability and college experience. Athletic logos are being redesigned. Social media have been and will continue to be expanded 1.3E Create media that visually connects with

the university Professional firms, along with UAM staff, work to create a variety of media that appeals to constituents, particularly to current and future students and their parents.

1.3F Keep Alumni included in information and activities on the campus

This is achieved through UAM Magazine, emails, press releases, social media and personal communication.

1.3G Promote Trotter House as a functional component of the University

The Trotter House is used for UAM guests and UAM functions, such as social gatherings and meetings. Additionally, it is used annually by the School of Agriculture for its heirloom tomato research on consumer preference – Tomatoes at the Trotter.

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image, visibility, and influence (Continued).

1.3H Provide meeting space for institutional stakeholders

Meeting space is widely available to stakeholders of all types for one-time events (e.g., Governor’s town hall meeting) and recurring events (e.g., weekly Rotary meeting). Encouraging and engaging the community to partner with UAM creates an attitude of loyalty and support throughout the region.

1.3I Provide assistance for special events Assistance was provided to many groups, such as the SEARK Concert Association, Monticello Economic Development Commission, Southeast Arkansas Cornerstone Coalition, chambers of commerce, and cities and counties.

1.3J Provide individual foundation report/ giving record to donors, key alumni, and friends of the University

All individuals who have created endowments are sent an annual report with their endowment balances and as well as the investment results of the University of Arkansas Foundation, Inc. (of which the UAM Foundation Fund is a part). Correspondence to donors, alumni and friends emphasizes how UAM benefits greatly from this relationship through excellent money managers, broad diversification of investments, and lower investment fees. The UA Foundation has a history of excellent investment performance. For example, in FY2012-13 it had a 13% return, surpassing that of Harvard, Yale and Stanford.

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Enhance the research environment for faculty and students.

1.4 Provide support for grant opportunities In recognition of UAM’s 100th anniversary in 2009, the UAM Office of Advancement created a campaign, The Centennial Circle, to raise $1 million for a unrestricted endowment. This campaign, one of the most important fundraising efforts in the history of the institution, was completed in June 2014. 100 friends pledged $10,000 each to form the endowment. The principal is invested and the earnings are used annually for campus priorities, as determined jointly by students, faculty and administration. The spending account of the endowment, known as the Centennial Opportunity Fund, has enhanced the research environment through funding of equipment and student travel, such as partial funding of a herbarium and a field trip to the Bahamas in summer 2014.

1.5

Improve internal and external communications.

1.5

Frequent and coordinated contact with faculty, staff, students, alumni and friends

Constant effort is made to improve communications with all constituents. This includes emails, mailings, alumni receptions, social media and personal/individual contacts. For example, after the tornado devastation in spring 2014, the UAM Director of Alumni Affairs made phone calls to alumni in the heavily damaged areas to check on their well-being.

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Division of Advancement and University Relations Strategic Goal 2: Enhancement of Academics


standards 2.1 Provide support for advisory boards The Office of Advancement provides assistance for

advisory boards upon request. 2.2 Share academic opportunities

across units. 2.2 Provide news of academic

opportunities to friends and alumni The UAM Office of Advancement prepared a “Points of Pride” flyer highlighting the outstanding accomplishments of the School of Mathematical and Natural Sciences. This was distributed to school counselors, students interested in STEM fields, alumni and friends. Other academic opportunities are highlighted in press releases, social media and UAM Magazine.

2.3 Increase opportunities for faculty/student research and increase exp. and service learning opportunities.

2.3

Offer a short, domestic service learning alumni trip

Increased opportunities for research have been provided by funding through the Centennial Opportunity Fund. Service/learning alumni trips are being considered.


2.4A

Increase awareness of foundation scholarships

A scholarship campaign is held the entire month of February. Newspaper, radio, email and flyers are used to provide current and prospective students and parents with scholarship information.

2.4B Connect with the interest of a wide cross section of the UAM Alumni Population

Alumni receptions were held in Houston, TX, and Russellville, AR. The UAM Alumni Association offered an alumni and friends trip to Italy in fall 2013. A fall 2014 reception is being planned for Memphis, TN, and Little Rock, AR. The annual UAM Night at the Arkansas Travelers (professional baseball team) was postponed from June until August 2014 due to inclement weather.


2.5 Assist in fund-raising for technology equipment

The Vice Chancellor requests a current list of funding needs from all deans so that fundraising efforts can be focused on priorities. Deans and faculty are included in communications with donors. Approximately $400,000 in anonymous donations were raised for a new nursing simulation lab in 2013.

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Division of Advancement and University Relations Strategic Goal 2: Enhancement of Academics


Utilize Colleges of Technology to offer technical programs to all campuses.

2.6 Assist the two COT (college of Technology) campuses in fund-raising initiatives

The Vice Chancellor assists the COT Vice Chancellors in communicating with alumni, friends and the community about campus needs.

2.7


2.7A

Provide services for Special Student Populations, i.e. International

Assistance was given to promote an International Week for the campus and community which highlighted home countries of current international students.

2.7 Accommodate the diverse needs of students (Continued).

2.7B Offer “reasonable accommodations” to students officially classified as disabled by the ADA/Section 504 Rehab. Act

Students who registered with the Office of Special Student Services received reasonable accommodations for success according to the American With Disabilities Act and Section 504 of the Rehabilitation Act.

2.8

Enhance UAM’s image. 2.8A

Development of University Facebook Account

UAM has several Facebook pages including one managed by the Office of Advancement for alumni and friends. All UAM Facebook pages use logos and colors consistent with the university’s branding and image.

2.8B Development and branding of University

The major focus of the UAM Marketing Committee is branding and visibility, with the goal of recruiting more students and enhancing the institution’s image. Much progress has been accomplished in FY2013-14: selection of a firm to redesign, host and provide content management for the UAM website; billboards; new commercials on state-wide TV stations; and, movie trailers in Little Rock and local theaters.

2.8C Keep Alumni included in information and activities on the campus and programs sponsored off-campus.

This is accomplished through UAM Magazine, emails, mailed correspondence to selected groups, and alumni events such as ballgames and receptions.

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Division of Advancement and University Relations Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1 Offer an attractive scholarship

package for all students based on the student’s merit and/or need

Scholarship resource materials were made available to both current and prospective students. Information was provided through newspapers, press releases, radio, website, high school counselors and teaches, community colleges, and other areas identified as best resources of information.

3.2

Develop and implement a comprehensive student retention plan.

3.2 Increase alumni involvement with the Division in order to assist with student enrollment/matriculation, and expansion of alumni database

Alumni are encouraged to promote UAM to their friends, neighbors and associates, and to refer students to the Office of Admissions. Much work is focused on updating and maintaining an accurate and current alumni database.


3.3

Support collaborative wellness activities for the University Community.

Through a generous gift from an alumnus, UAM has a Wellness Center for students, faculty and staff. This was dedicated in fall 2013. UAM also has an active Wellness Committee that promotes health and wellness through activities and incentives. UAM’s wellness program has been held as a model for other University of Arkansas campuses.

150


Finance and Administration UAM is Dedicated to Providing Educational Opportunities


Build partnerships through networking and collaboration. Enhance the university’s image, visibility, and influence. Improve internal and external communications. Improve employment opportunities Develop internal and external resources.

o See page 152

Enhancement of Academics Increase opportunities for faculty/student research and creative activities and increase experimental and service learning opportunities.

Improve internal and external communications. Provide the latest technology to our students and faculty. Enhance UAM’s image.

o See page 155


communities.

o See page 157

151

Finance and Administration Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1A Provide regionally competitive

salaries and exceptional fringe benefits to UAM employees.

UAM gave a 2% salary stipend to non-classified staff and faculty in FY2013 and merit stipends to classified staff ranging from 1.5% to 4.5% based on their performance evaluations. The FY2014 budget includes a 2% increase for faculty, and non-classified staff and provides for up to a 3% stipend for classified staff.

1.1B Increase employees’ awareness of UAM’s robust benefits package by providing online access to benefits information.

Employees were given access to a wide range of new salary and benefits information during FY2014, including paystub information. Also, it is expected that W-2s will be available online for calendar year 2014.

1.1C

Provide training opportunities on UAM’s administrative (ERP) and learning management software (LMS) to faculty and staff.

Several finance and administration employees attended the Oracle users’ group annual meeting and IT provided Blackboard training for faculty as well as training on our new communications system.

1.1D Encourage Finance and Administration employees to engage in professional development activities.

There was a number of staff that attended professional development offerings in FY2014, including participation in SACUBO, AACUBO, AASFAA, SWASFAA, Association of Physical Plant Administrators (APPA), Higher Education Users Group (Oracle), and state sponsored continuing education.


1.2A

Explore opportunities for new partnerships, networking and collaboration available as a result of connectivity to the Arkansas Research and Education Optical Network (AREON).

This continues to be an area where we believe that there are significant opportunities for collaboration and networking of services, however, efforts continue to be focused on mastering our ERP system, so we haven’t given much attention to this initiative. We will continue to keep as a goal the exploration of opportunities for cost savings through the use of AREON.

1.2B Participate in various association events and leadership.

Finance and administration employees served in leadership positions in the AACUBO and APPA.

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Enhance the university’s image, visibility, and influence.

1.3A

Focus on improvement of new business processes in WeevilNet and communicate success.

There were a number of improvements in business processes including electronic timesheet entry, plus a number of processes that were enacted as a result of recommendations from internal audit. These included the implementation of an electronic transfer process for bank funds and several processes in the area of procurement.

1.3B Develop a best practices presentation and present at a conference.

This strategy was not achieved in FY2014, but will remain as a strategy in the coming fiscal year to enhance UAM’s image and visibility.


1.4A

Implement electronic work order system for physical plant.

There was progress on this initiative, however, a mid-June (2014) meeting will likely lead to a solution that will not be implemented until FY2015.

1.4B

Develop an annual operational plan that incorporates the use of a master calendar and is designed as a tool for managing the component units of Finance and Administration.

Was not fully developed in FY2014, but progress was made and it will be an important strategic goal for FY2015.


1.5A Develop an annual operational plan that incorporates the use of a master calendar and is designed as a tool for managing the component units of Finance and Administration.

Was not developed in FY2014, but significant progress was made and it will be an important strategic goal for FY2015.

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opportunities (Continued). 1.5B

Develop existing employees through improved use of personnel evaluations.

Discussions are ongoing regarding the incorporation of this strategy into an overall operational plan for finance and administration which is cited as a strategy in other sections of this document.


1.6A

Update management plan for balance sheet accounts, primarily cash and accounts receivable.

A cash management policy was developed in FY2014 and is being implemented. It is expected that there will be improvements and modifications in the coming months as it is rolled out and lessons are learned. There has been not been a similar plan developed yet for accounts receivable management.

1.6B

Study feasibility of additional residence hall units and improve existing residence hall space.

The University obtained approval from the UA Board of Trustees in the September 2012 to renovate Bankston Hall and the project was completed in early August, 2013.

1.6C Reduce energy costs on all campuses. The University’s energy costs decreased for the third consecutive year despite the addition of additional heated and cooled space.

154

Finance and Administration Strategic Goal 2: Enhancement of Academics



2.1A Provide information to campus communities about enhanced research opportunities available through the AREON.

This continues to be an area where we believe that there are significant opportunities for the University to expand research. There was not significant progress on this objective in FY2014, but it will remain as a goal in the strategic plan for FY2015.


2.2A Replace all outdated internal cabling in University buildings.

Progress has been made in this area over the last several years, but an updated plan is needed.

2.2B

Implement electronic work order system for physical plant.

There was progress on this initiative, however, a mid-June (2014) meeting will likely lead to a solution that will not be implemented until FY2015.

2.2C Develop an annual operational plan that incorporates the use of a master calendar and is designed as a tool for managing the component units of Finance and Administration.

Was not fully developed in FY2014, but progress was made and it will be an important strategic goal for FY2015.


2.3A Train all faculty members in the use of the newly implemented learning management software system.

The IT department provided training for faculty on the Blackboard system during FY2014 and an upgrade is planned for Fall 2014 for which there will need to be additional training offered.

2.3B Provide information to campus communities about enhanced research opportunities available through the AREON.


2.3C Enhance data systems and retrieval ability in order to improve collection, analysis and reporting methods.

Major progress was made in this area during the current fiscal year. Not only was this true in the IT area, but also at the end-user level. We will continue our focus on this initiative.

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Finance and Administration Strategic Goal 2: Enhancement of Academics


to our students and faculty. 2.3D Provide new computers on a four-

year rotation in all primary academic laboratories.

UAM’s FY2014 budget process provided funds for this work which were spent in the summer of 2013. The University is considering changes to lengthen this rotation period and to reduce the number of labs in response to information that existing labs are not being optimally used.

2.3E Replace all outdated internal cabling in university buildings.

Progress has been made in this area over the last several years, but an updated plan is needed.

2.4 Enhance UAM’s image. 2.4A Study feasibility of additional units and improved existing residence hall space and replacement of science center.

The University obtained approval from the UA Board of Trustees in the September 2012 to renovate Bankston Hall and the project was completed in early August, 2013. The University has as its top capital project priority the replacement of the science center.

2.4B Maintain clean and attractive buildings and grounds.

We were not able to design and conduct a survey to independently measure the outcome of this strategy in FY2013. The university has, however, hosted a number of public events and is always complimented on the appearance of our buildings and grounds.

2.4C Identify and plan to address critical deferred maintenance needs.

While we believe that UAM provides very safe working conditions for all of its students, faculty and staff, we did not design or conduct a survey in FY2013 to independently measure the outcome of this strategy.

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Finance and Administration Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1A Provide students with information

regarding enhanced research opportunities available through the AREON.


3.1B Provide quality financial aid service to all UAM students.

We did not conduct a survey to independently measure the outcome of this strategy in FY2014, but there was significant improvement in our understanding and use of the new PeopleSoft system during the year and financial aid improved the quality and quantity of information provided to students.


3.2 Provide safe working conditions for students, faculty and staff.

While we believe that UAM provides very safe working conditions for all of its students, faculty and staff, we did not conduct a survey in FY2014 to independently measure the outcome of this strategy.

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Media Services UAM is Dedicated to Providing Educational Opportunities

Strategic Goals Objectives Outcomes Enhancement of Resources Continue to improve and enhance all phases of external

communications. Increase university name recognition in central and north

Arkansas. Incorporate the Graphic Arts Center into the Media Services

function. Continue to expand and refine advertising/marketing campaign. Continue building Facebook site and explore the use of Twitter as

a media and marketing tool.

o See page 160

Enhancement of Academics Continue to spotlight and publicize unique and unusual achievements of students, faculty, and staff.

Continue to prepare feature stories and profiles of students and faculty who excel in one or more academic areas.

Continue to expand coverage of faculty achievements through contacts with professional journals and publications.

o See page 161

Enhancement of Quality of Life Continue to publicize university events and research that promote healthy lifestyles.

Inform the public of cultural and research programs that enhance the quality of life for both the university community and the general public.

o See page 162

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Media Services Strategic Goal 1: Enhancement of Resources

Objectives Strategy Outcomes 1.1 Continue to improve and

enhance all phases of external communications.

1.1 Develop closer relationships with media, particularly in the Little Rock metro area.

Achieved a major feature on the front page of the Arkansas section of the Arkansas Democrat-Gazette on the jazz band’s trip to China.

1.2 Increase university name recognition in central and north Arkansas.

1.2 Increase targeted advertising and media contacts in those areas.

Purchased full page advertising in Hooten’s Arkansas Football, created new billboard in North Little Rock, continued with movie trailers in Little Rock.

1.3 Incorporate the Graphic Arts Center into the Media Services function.

1.3 Work with graphic arts specialist to enhance publications and other printed materials.

Used the graphic arts specialist as a consultant on various printing projects.

1.4 Continue to expand and refine advertising/marketing campaign.

1.4 Diversify television advertising, explore new locations for outdoor advertising in Little Rock metro area, and explore more options for social media advertising.

Purchased advertising on two Little Rock television stations and are continuing to explore other opportunities for marketing and advertising in central Arkansas.

1.5 Continue building Facebook site and explore the use of Twitter as a media and marketing tool.

1.5 Examine ways that Facebook and Twitter can be better utilized to reach a broader audience of potential students, alumni and donors.

Expanded the number of followers of the UAM News Facebook site to over 2,800.

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Media Services Strategic Goal 2: Enhancement of Academics

Objectives Strategy Outcomes 2.1 Continue to spotlight and

publicize unique and unusual achievements of students, faculty and staff.

2.1 Maintain lines of communication with department and unit heads to stay abreast of student and faculty achievements.

News releases on students presenting original research at state, regional and national conventions; publicize student accomplishments in areas such as debate and forensics.

2.2 Continue to prepare feature stories and profiles of students and faculty who excel in one or more academic areas.

2.2 Allocate more time to the creation of in-depth features and human interest stories.

Created major features on the Hornaday Faculty Award recipients, major feature on softball coach named to Arkansas Sports Hall of Fame.

2.3 Continue to expand coverage of faculty achievements through contacts with professional journals and publications.

2.3 Work with unit heads and faculty to maintain and update a list of professional journals and publications serving specific academic disciplines.

Disseminated news releases about faculty and administrators to outlets such as the AASCU Journal. Also served as ghost writer for op-ed piece in Huffington Post.

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Media Services Strategic Goal 3: Enhancement of Quality of Life

Objectives Strategy Outcomes 3.1 Continue to publicize

university events and research that promote healthy lifestyles.

3.1 Continue to maintain contact with faculty and staff involved with promoting healthy lifestyles.

Photos of events such as the Wellness Fair to make the community aware of healthy lifestyle programs.

3.2 Inform the public of cultural and research programs that enhance the quality of life for both the university community and the general public.

3.2 Work closely with faculty and staff to make sure adequate coverage is given to events, programs and activities that promote both culturally enriched and healthy lifestyles.

News releases about arts and entertainment events that enhance to cultural life of the area.

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Division of Student Affairs UAM is Dedicated to Providing Educational Opportunities



o See page 164

Enhancement of Academics Share academic opportunities across units. Increase opportunities for faculty/student research and increase

experimental and service learning opportunities. Improve internal and external communications. Provide the latest technology to our students and faculty. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 175


communities.

o See page 181

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Division of Student Affairs Strategic Goal 1: Enhancement of Resources

Objectives Strategy Outcomes 1.1 Recruit, develop and retain a

quality faculty and staff. 1.1A

Give access to Recreation Areas including: Weight Room, Exercise Center, Circuit Training, Racquetball, Tennis, Basketball Courts and organized sport competitions at a reseasonable rate.

All faculty/staff and their spouses have the opportunity to utilize the free weight room, exercise center, circuit training, racquetball, tennis, basketball courts, sand volleyball, horseshoe pit, and organized sport competitions. Faculty and Staff usage of the Exercise Center for Fall 2013 equaled 648 visits (38% increase) and Spring 2014 equaled 769 visits (2% increase). A total of 66 faculty & staff paid Wellness Center fee during FY14. 13 Faculty/Staff lockers were rented for the year.

1.1B Provide access to professional learning opportunities which include: Customer Service, Behavior Intervention, Vet-Friendly, FERPA, Crisis Management, Event Planning, and Hazing intervention and prevention.

Multiple webinars included: Title IX: Student Employee Training and Education; Title IX Investigations: The Interview Process; Campus Fire Safety: Policies, Programming & Next Practices; Campus Ministry 2014 – Best Practices; Hazing Update: When and How to Intercede and Intervene; Threat to Self Polices on Campus: How to Manage at Risk Students and Stay Compliant; Whole Campus Safety – A Model of Individual and Community Campus Safety; VAWA/SaVE Act; and, Title IV: Campus Security and Drug and Alcohol Abuse Prevention Program Review. Vet-Friendly, UBIT, VAWA, and Title IX training provided to faculty and staff during Professional Development Week.

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Objectives Strategy Outcomes 1.1 Recruit, develop and retain a

quality faculty and staff. 1.1C

Give access to sponsored programming by the Division of Student Affairs including public, special and cultural events.

128 faculty and staff members participated in the ChooseWell Program (4% increase) and others participated in Student Activities Board (SAB) sponsored events, Spring Training, and Intramurals/Recreation programs. Faculty and Staff Participated in Parent Family Appreciation Day (PFAD), Wellness Fair and Tailgating. The Department of Public Safety, Student Health and Counseling Services collaborated to offer domestic violence and sexual assault awareness activities. ResLife provided a series of programs intended for residents and open to the public, including Rock the Clock, game nights and cookouts.

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networking and collaboration.

1.2A

Utilize faculty/staff on programming committees and student affairs staff serve on external committees.

Faculty and staff from other units served on the Student Affairs Committee, Wellness Committee, PFAD Committee, and Who’s Who Selection Committee. Members of the faculty and staff also judged activities and conducted Homecoming interviews. Staff members in student affairs served on multiple campus wide committees which included: UAM Assembly, Cost Containment, Budget, Tree Campus USA, Scholarship, Centennial Opportunity Fund, CASSA, HLC Self-Study, and AOD Biennial Review. External committees with membership from UAM student affairs included: ACDEC, SE Arkansas Cornerstone Coalition, Drew County Hometown Health Coalition, Monticello Youth Sports, Junior Auxilary, Rotary, 21st CCLC Program Grant Reader, Warren Orientation/Open House, Monticello/Drew Central School Flu Clinics, Lakeside Talent Search Seminar, Dermott Talent Search Seminar, McGehee Career Fair, Dermott Career Fair, Hamburg Career Fair, Dumas New Tech High School Senior Presentation Panel, and Spirit of 110 Council.

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networking and collaboration. (Continued)

1.2B

Reinforce the partnership agreement with dining services vendor to generate revenue in support of capital improvements to dining facilities and the University Center.

Aramark operations included: Cafeteria, Concession, Java City and Montegue’s Deli. Residential meal plans included declining balance dollars for use at Java City/Montegue’s Deli, pizza, and concession. A declining balance dollars awareness campaign entitled “Use it or Lose it” was conducted by Aramark and Reslife. The campaign resulted in approximately 95% of all declining balance dollars being spent by residential students.

1.3 Enhance the University’s image, visibility and influence.

1.3A

Encourage campus organizations to engage in a variety of community service projects.

Campus and student organizations engaged in Mass Flu Clinic, blood drives, Relay for Life, Polar Plunge, Special Olympics Track meet, Walk-a-Thon for MD, City Mini-park beautification, Drew County Courthouse Beautification, Canned Food Drives,Tornado Relief drive & clean up, Christmas Card for Vets, Autism 5K, and Drew County Clean up.

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image, visibility and influence.

1.3B Promote the use of facilities by outside agencies and community groups.

Several camps are hosted on the campus each summer. University Center rooms used by the Rotary Club, Criminal Justice Institute, Monticello Economic Development Council, American Red Cross, Lifeshare and Monticello/Drew County Chamber of Commerce. UC Gymnasium used by Upward Bound, Special Olympics camp, Drew Central Junior High Basketball, Log-A-Load banquet, College Planning Program, and Regional HS Science Fair. Arkansas Archeological Society utilizes the Library Conference room. SEARK Concert Association utilizes the FAC. Tennis Courts used by Continuing Education. SVB courts utilized by JR High Band Camp and UC Intramural field used by Upward Bound, Special Olympics camp and Jazz Band camp. UAM has partnered with the Little Rock Military Entrance Processing Station (MEPS) to begin administering the Armed Services Vocational Aptitude Battery (ASVAB). The testing center became an approved ICAT site and began administering the ASVAB in May. UAM was the first educational institution to become an ICAT site.

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image, visibility and influence.

1.3C Utilize community facilities for student programs/activities.

Student organizations have utilized Drew Central School District Auditorium, Monticello Country Club, LaTerraza, Hollywood Cinema, Timberlodge Lanes, American Legion Post, and Drew County Fair Grounds. The Intramural Bowling tournament was held at Timberlodge Lanes.

1.3D Collaborate with Athletics to develop regulation volleyball court in UC gym.

Completed. First annual Blossoms Volleyball Tournament brought teams from several states to compete in the UC Gymnasium.

1.3E Launch Weevil Perks Completed and Ongoing. Weevil Perks are discounts offered by local businesses within the community to University of Arkansas at Monticello students, faculty, and staff. In order to receive a discount a valid University I.D. must be presented at time of purchase. Currently, 28 vendors are participating in the program.

1.3F Develop the “City Fest” Implemented during Fall 2013. Renamed CommUniversity Fest for Fall 2014. Provides all first time students the opportunity to learn how to get involved at the University of Arkansas at Monticello and in the greater community. Numerous student organizations and area merchants attend so that students can determine which affiliations best fit their interests.

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Objectives Strategy Outcomes 1.4 Improve Internal and

external communications. 1.4A

Test UAMAlert - Emergency Notification system.

Over 4,500 employees and students were enrolled in the emergency notification system. UAMAlert

Annual Report 2012-2013

(Total alerts) 2013-2014

(Total alerts) All Users 10 4 Monticello 0 3 Crossett 2 5 McGehee 0 5 Residents 1 3 Conference Blast 1 1 Special Messages 1 3 Weekly Test 33 39

1.4B

Test emergency plan with mock drill/ scenario in conjunction with City of Monticello and Drew County Emergency Management Agencies.

The Department of Public Safety conducted a table top tornado scenario on April 24, 2014. In August 2014, UAM-DPS will conduct a campus- wide mock drill with the Arkansas Department of Emergency Management, Drew County Office of Emergency Management, and local first responders.

1.4C Expand Reach Screen and/or video messaging presence on the campus.

Ongoing. Video monitors have been mounted and all equipment purchased for deployment of video display boards in all residential facilities.

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Objectives Strategy Outcomes 1.4 Improve Internal and

external communications. 1.4D Replace obsolete computer in

IM/REC. COMPLETED.


1.5A

Use Council for the Advancement of Standards in Higher Education (CAS) model to conduct a self-assessment of one functional area in each department.

Ongoing. Student Affairs directors collected evidence to support standards from 4 of the 12 components in the CAS Self-Assessment Guide using the schedule below. Hardcopies and/or electronic copies of all supporting evidence collected will be reviewed and rated by a team consisting of both internal and external members. The review team will be assembled, trained, and rate the evidence for each of the 12 components. An action plan and descriptive report will be developed for inclusion in an executive summary. September 2013 – Financial Resources October 2013 –Technology November 2013 –Facilities and Equipment December 2013 – Assessment and Evaluation January/February 2014—Assemble & Train Review Team/Review Evidence and rate March/April/May 2014—Write Program Action Plan/Prepare Descriptive Report for Executive Summary

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resources. 1.5B

Professional Development targeting student needs, safety and customer service philosophies.

CHO and several members of the ResLife senior leadership team attended national and regional housing meetings to explore strategic planning, programming, budgeting, and personnel training. Upward Bound training opportunities included: Dating Violence Seminar, ArkACRAO Articulation Workshop, Envisioning a Comprehensive System of Supports for College Opportunity, SE Literacy Facilitation, Annual Counselor’s Luncheon, SE PARCC Document Training, Grief/Loss Seminar, SEARK Fall Counselor Networking Meeting, Leadership Series 3 – Literacy Design Collaborative and Mathematics Design Collaborative, Common Core Institute 2 – Assessment Literacy, Common Core Institute 3 – Lesson Planning for Formative Assessment, National Financial Aid Training for Counselors & Mentors, Think Tank for STEM Partnerships in SEARK, Career Development Conference, 2014 Women of Color Summit, and SE Career and Technical Education: Technology for Common Core State Standards. 9 student workers participated in Fire Extinguisher use training, 13 student workers engaged in Bloodborne Pathogen clean up training, and 7 student workers and 2 staff engaged in active shooter (Run, Hide, Fight) training.

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resources. (Continued) 1.5C Expand video survelliance presence

on the campus. Wellness Center has new video surveillance system installed. The existing systems in Bankston Hall and University Center were expanded.

1.5D Expand use of social media. Student Affairs Facebook and Twitter pages launched in October 2012. Intramurals, Career Services, Upward Bound, and Residence Life continue use of separate social media accounts. Student Programs & Activities launched an Instagram page (Weevils) September 2013.

Social Media Account Current Totals 2012-2013 2013-2014

SA Facebook 320 likes 154 likes 166 likes

SA Twitter 495 followers 1,638 tweets

201 followers 474 tweets

294 followers 1,164 tweets

UB Facebook 77 friends NA 77 friends IM Facebook 347 likes NA 347 likes

CS Twitter 46 followers 86 tweets NA 46 followers

86 tweets

ResLife Twitter 286 followers 443 tweets NA 286 followers

443 tweets SPA Instagram 218 followers NA 218 followers

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resources. (Continued) 1.5E Develop and implement a campus-

wide Emergency Management Plan with assistance from the Preparedness-Technology, Analysis, and Coordination (P-TAC) Center which is operated by the Federal Emergency Management Agency (FEMA).

An Emergency Management Plan has been completed with the assistance of P-TAC and FEMA. The plan will be implemented August 2014.

1.5F Implement the Arkansas Association of Chiefs of Police (AACP) Model Policies.

UAM-DPS has implemented all AACP model policies.

174

Division of Student Affairs Strategic Goal 2: Enhancement of Academics

Objectives Strategy Outcomes 2.1 Share academic opportunities

across units. 2.1A

Provide tutorial services for all students.

Complete and ongoing. The Tutoring Center located in Harris Hall provides immediate, short-term tutoring at no cost and also provided services for students taking online classes. Tutoring services are available during the day and evening. Student-athletes are provided tutoring services in the evenings each fall/spring semester in the IPF.

2.1B Offer tutoring for special populations (athletics, cheerleaders, etc.)

ResLife continued the Pilot Project during the Spring 2014 term for students who struggled academically in the fall. The Pilot Project provided a structure (sign in sheets at various academic locations) that encouraged students to attend class and monitored continued involvement/attendance throughout the semester.

2.2 Increase opportunities for faculty/student research and increase experimental and service learning opportunities.

2.2 Promote philanthropic activities, experimental and service learning projects.

Complete and ongoing. The Greek organizations participated in Mass Flu Clinic, blood drives, Relay for Life, Polar Plunge, Special Olympics Track meet, Walk-a-Thon for MD, City Mini-park beautification, Drew County Courthouse Beautification, Canned Food Drives,Tornado Relief drive & clean up, Christmas Card for Vets, Autism 5K, and Drew County Clean up. Greek and other student organizations volunteered and served at Late Night Breakfast to the student body.

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Objectives Strategy Outcomes 2.3 Improve internal and

external communications. 2.3A Provide faculty, staff and students

a confidential program of identification, intervention and response in order to provide our campus with the greatest chance of success with the greatest level of protection .

The University Behavior Intervention Team Committee conducted a workshop during professional development week to provide faculty and staff with information on how to respond to and report a student that might exhibit signs of concern. The committee has placed the Person of Concern Report on the webpages of the Counseling Services and Department of Public Safety. The report now can be easily accessed by individuals wishing to report concerns. Reporters have the option of not identifying themselves in the form.

2.3B Continue “Pilot Project” and monitor academic progress of residential students in program.

34% of participants (14 of 41 participants) obtained a sufficient level of GPA to regain full academic standing with the university.

2.3C Provide support to the Division of Academic Affairs in the delivery of Weevil Wisdom.

Student Affairs staff members delivered 20 Weevil Wisdom classroom presentations during the 2013-2014 academic year.

2.3D Post Academic deadlines, Library & Writing Center hours, tutoring schedule and programs.

Multiple departments in Division of Student Affairs post applicable materials in a variety of platforms including, but not limited to, video display boards, social media, bulletin boards, sandwich boards, banners, and email.


2.4A

Replace obsolete computers in the Testing Center and Tutoring Labs.

Complete and ongoing. The Testing Center purchased four new computers in April 2014. The old computers were upgraded with additional memory and replaced computers in the Testing Center office and tutoring labs.

2.4B Provide current tests via on-line. The Testing Center provided a variety of on-line testing opportunities for students. Specific tests included: Asset, CLEP, TOEFL, Pearson Vue, MAT, ACT, SAT, Praxis, ASVAB, and proctored course exams.

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Objectives Strategy Outcomes 2.4 Provide the latest

technology to our students and faculty. (Continued)

2.4C Provide on-line voting for Homecoming and SGA positions.

CourseEval software is utilized to conduct annual Homecoming and SGA elections. The 2013 homecoming election experienced a 3% decrease in participation from 2012 and 2014 SGA election experienced an 8% increase in participation from 2013.

Online Student Elections 2012-2013 2013-2014

Homecoming 16% (642) 13% (517) SGA General 7% (260) 15% (521) SGA Run-off 5% (180) N/A

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Objectives Strategy Outcomes 2.4 Provide the latest

technology to our students and faculty. (Continued)

2.4D Provide students access to career service software (College Central Network) .

College Central Network was launched in September 2012. The report below documents growth in registered users from June 2013 through May 2014 and job postings by month.

Below documents the number of employers registered with Career Services between 9/1/2012 and 5/1/2014.

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needs of students. 2.5A Support services provided by TRIO

Grant: Upward Bound Bridge component must meet federal qualifications for eligibility.

The Upward Bound Bridge Program literally bridges high school to college. The students take up to six hours of college credit. They are provided tuition, fees, room and board, tutoring and counseling services. The program, in conjunction with offices within the Division of Student Affairs, provides a successful learning experience designed to meet the individual academic, cultural, social and vocational needs of each participant within an atmosphere that allows intellectual, physical and emotional development. The program is running at full capacity and preparing for the summer residential program.

2.5B Access to Commuter Lounge and Vet Firendly Lounge.

Complete.

2.5C Use Council for the Advancement of Standards in Higher Education (CAS) model to conduct a self-assessment of one functional area in each department.

Ongoing.

2.5D In residence hall study rooms Successful implementation of study hall rooms was achieved in Bankston Hall renovation.

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Enhance UAM’s image. 2.6A

Provide placement, programming, projects, and events which recognize and reward academic achievement.

Established scholar’s floor in Bankston Hall with priority placement for distinguished students. 24 students selected to Who’s Who Among Colleges and Universities. Student Programs & Activities recognized one fraternity (Kappa Alpha Psi) and one sorority (Zeta Phi Beta) for Academic Achievement Award.

2.6B Develop year-long marketing plan for ResLife.

In progress.

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Division of Student Affairs Strategic Goal 3: Enhancement of Quality of Life


needs of students.. 3.1A Increase student involvement in

University sponsored activities. Complete and ongoing. Student Affairs supported alumni events through collaborative efforts with Alumni Affairs at fall tailgating, Parent Family Appreciation Day, Homecoming, Wellness Fair, Career Fair and Commencement.

3.1B

Offer cultural and educational opportunities that provide exposure and enrichment to foster student growth and enlightenment.

Offered several educational programs to foster growth and enlightenment which included topics such as alcohol abuse program, sexual assault program, breast cancer awareness, CPR, AED Certification, Agony of D’Feet, blood drives, National Depression Screening Day, Domestic Violence Awareness Program, Field Experiences in Student Health and Wellness for Exercise Science majors, Hand washing Education Program, Flu Prevention Education, National Eating Disorder Screening Day, Suicide Prevention Program, National Alcohol Screening Day, Skin Cancer Prevention Program, Black History Month programming, MLK Day programming, Mardi Gras programming, Sober Santa, Christmas Tree Lighting Ceremony, Collegiate Alcohol Awareness Week programming, DUI Simulation, Wellness Fair, Crawfish Boil, Student Leadership Forum, Meet and Greet, and Step Shows. The Intramural flag football teams traveled to regional extramural competition.

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needs of students 3.1C Remodel Red Barn Ongoing.


3.2A Offer programs and activities to maximize lifelong learning and personal wellness.

Offered several educational programs each semester to foster lifelong learning and personal wellness which included topics such as alcohol abuse program, sexual assault program, breast cancer awareness, CPR, AED Certification, Agony of D’Feet, blood drives, National Depression Screening Day, Wellness Fair, Domestic Violence Awareness Program, Hand washing Education Program, Flu Prevention Education, National Eating Disorder Screening Day, Suicide Prevention Program, National Alcohol Screening Day, Stress Relief Massages, and Skin Cancer Prevention Program. Opening in August 2013, the UC Fitness Room had 340 users during the Fall semester and 561 users during Spring 2014. Small group workout sessions were offered during the Spring 2014 semester.

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3.2B Provide Commuter Lounge and Vet-Friendly Lounge as an area to study and spend time while on campus.

Complete.

3.2C Use Council for the Advancement of Standards in Higher Education (CAS) model to conduct a self-assessment of one functional area in each department.

Ongoing. Student Affairs directors collected evidence to support standards from 4 of the 12 components in the CAS Self-Assessment Guide using the schedule below. Hardcopies and/or electronic copies of all supporting evidence collected will eventually be reviewed and rated by a team consisting of both internal and external members. The review team will be assembled, trained, and rate the evidence for each of the 12 components. An action plan and descriptive report will be developed for inclusion in an executive summary. September 2013 – Financial Resources October 2013 –Technology November 2013 –Facilities and Equipment December 2013 – Assessment and Evaluation January/February 2014—Assemble & Train Review Team/Review Evidence and rate March/April/May 2014—Write Program Action Plan/Prepare Descriptive Report for Executive Summary October 2014—Present Executive Summary to the Executive Council

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Objectives Strategy Outcomes 3.2 Develop and

implement a comprehensive student retention plan. (Continued)

3.2D

Utilize a reward/incentive system for student organization participation in campus events.

Complete and ongoing. Greek organizations were offered Greek points throughout the year for their participation and attendance at school events. At the end of the academic year the Greek organization with the most points was named Fraternity and/or Sorority of the Year. Intramural All-Sports Team Champion awarded based on participation in intramural events throughout the year. IM/Rec implemented an All-Sports Greek Team Champion. In addition, all student organizations were offered a variety of prizes as the winners of “competition type programs”, i.e. Spirit walls, Parade floats, Christmas windows, Canned Christmas tree, and blood drives. Implementation of a Student Affairs program evaluation tool provided students the opportunity to enter a drawing for a flat screen TV during the fall and tablet PC during the spring.

3.2E Provide access to a variety of leadership modules to engage students in learning.

In progress. Information Technology Department has established the intranet portal necessary for students to access the learning modules. Modules will be purchased during the next fiscal year for implementation.

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implement a comprehensive student retention plan.

3.2F Develop and institute a master housing plan.

Complete and in-progress. Bankston Hall renovation began March 2013 and completed August 2013. 10 year proforma was prepared identifying major future projects.

3.2G Develop a residential retention plan.

In progress. Actively recruited current resident students and adoption of first year student residency requirement beginning fall 2014.

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3.2H Implement and utilize Program/Event Evaluation Form to obtain feedback on programming quality and effectiveness.

Ongoing. Perception surveys were distributed at the conclusion of 56 different programs/events sponsored by various functional areas within the Division of Student Affairs. The number of voluntary survey participants per program/event ranged from 0-39. The average measurable likert per CAS Learning Dimension ranged from 4.16 to 4.76.

Perceived as valuable learning experience Average Count Understanding knowledge from a range of disciplines

4.70 2

Constructing knowledge

4.61 10 Critical thinking

4.47 26

Effective reaasoning

4.47 27 Realistic self-appraisal, self-understanding, and self-respect 4.55 3 Sense of civic responsibility

4.46 30

Communicating effectively

4.48 29 Managing personal affairs

4.51 6

Demonstrating professionalism

4.76 1 Commitment to ethics and integrity

4.47 26

Meaningful relationships

4.48 28 Collaboration

4.25 1

Understanding and appreciation of cultural and human differences 4.51 3 Maintaining health & Wellness

4.48 35

Connecting knowledge to other knowledge, ideas, and experiences 4.47 35 Relating knowledge to daily life

4.50 39

Reflective thinking

4.69 3 Creativity

4.25 1

Social responsibility

4.46 28 Pursuing goals

4.58 1

Technological competence

-- 0 Managing career development

4.58 1

Identity development

4.62 4 Spiritual awareness

4.25 1

Interdependence

4.46 26 Effective leadership

4.46 24

Global perspective

4.25 1 Living purposeful and satisfying life

4.48 16

Percieved application of learning Average Count Understanding knowledge from a range of disciplines

4.53 3

Constructing knowledge

4.65 10 Critical thinking

4.64 26

Effective reaasoning

4.63 27 Realistic self-appraisal, self-understanding, and self-respect 4.44 4 Sense of civic responsibility

4.62 30

Communicating effectively

4.62 29 Managing personal affairs

4.47 6

Demonstrating professionalism

4.71 1 Commitment to ethics and integrity

4.64 26

Meaningful relationships

4.64 28 Collaboration

4.16 1

Understanding and appreciation of cultural and human differences 4.49 3 Maintaining health & Wellness

4.62 35

Connecting knowledge to other knowledge, ideas, and experiences 4.62 34 Relating knowledge to daily life

4.64 38

Reflective thinking

4.59 3 Creativity

4.16 1

Social responsibility

4.58 27 Pursuing goals

4.38 1

Technological competence

-- 0 Managing career development

4.38 1

Identity development

4.46 4

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3.2I Launch ARAMARK “Your Voice Counts”, an advanced research methodology designed to generate ongoing consumer satisfaction f db k

“Your Voice Counts” launched with success, allowing for faster response to any revolving issues, customer dissatisfaction, and customer “Wow” comments. Out of 82 total suverys completed, and 43 scoring categories, 27 of the total categories scored higher than the national average, and the remaning 16 scored within 5% of the national average.

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Objectives Strategy Outcomes


3.3A Offer collaborative wellness activities for the University Community.

128 Faculty/Staff members participated in the Choose Well Program and 53 students, faculty, and staff participated in Spring Training. ARAMARK’s Healthy for Life comprehensive health and wellness platform was deployed summer 2013. The principle elements of the Healthy for Life brand are built around 4E’s enabling, educating, encouraging, and engaging. 390 students, faculty, and staff participated in the annual campus Wellness Fair which showcased 42 different display tables and health screenings by on and off campus vendors.

3.3B Provide training on security awareness, procedures for reporting criminal actions, policies concerning campus security, criminal and drug enforcement policies, crime prevention, crime statistics, prevention and awareness of rape, acquaintance rape, domestic violence, dating violence, sexual assault, and stalking for current and incoming students and current and new employees.

UAM and Public Safety have provided numerous safety trainings throughout the academic year on campus. Some topics covered were: sexual assault awareness, domestic violence prevention, and Clery/VAWA. Campus-wide emails were issued giving tips for personal safety, prevention of property loss, and even bicycle safety suggestions. The campus wide emergency notification system (RAVE) was tested twice.

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Strategic Plan Review 2013/14 Office of the Registrar


Strategic Goals Objectives Outcomes Enhancement of Resources Recruit, develop, and retain a quality faculty and

staff. Build partnerships through networking and

collaboration. Enhance the University’s image, visibility, and

influence. Improve internal and external communications. Develop internal and external communications. Recruit, retain and graduate students.

o See page 190

Enhancement of Academics Improve academic quality standards. Improve internal and external communications. Accommodate the diverse needs of students. Enhance UAM’s image.

o See page 193

Enhancement of Quality of Life Accommodate the diverse needs of students. Promote healthy lifestyles for students, employees,

and communities.

o See page 194

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Office of the Registrar Strategic Goal 1: Enhancement of Resources


quality faculty and staff. 1.1 As time permits, to continue to cross-

train co-workers within the office. Cross-training occurs as time permits.


1.2 Provide training and support to deans, faculty, and students.

Deans and faculty have been provided with specific instructions on important tasks such as using permission numbers to register students and entering last date of attendance. As needed, deans and departmental administrative specialists have been provided one-on-one support on class schedule preparation.


1.3A

Continue the implementation of a new administrative software package. This is expected to take additional years to be completely implemented and integrated with other users on the campus.

Use of permission numbers to register students for departmental consent classes was implemented. More features will be implemented as time allows.

1.3B In conjunction with the implementation of a relational database administrative software, to develop a “common data set” for placement on the UAM website.

After a review of the optional surveys that were being processed, a common data set is now unnecessary.

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Objectives Strategy Outcomes 1.4 Improve internal and

external communications. 1.4 List forms available on the website for

the Office of the Registrar, to analyze which ones, if any, should be removed, and to compare the lists with forms available in hard copy format to determine which additional forms should be placed on the web.

There are 12 current forms listed. Several of the forms have been altered to better align with business practices.


1.5A Continue the compilation of a perpetual master calendar for the office to improve efficiency and to help ensure that no vital processes go undone.

The calendar is in WeevilNet. Addition of four new sessions allowed for system to process transactions instead of manual intervention.

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resources (Continued). 1.5B Continue with the process of reviewing

and organizing the content of student folders; to scan, index, and shred courtesy letters or other non-critical documents; and to place the contents in vinyl, acid-free sleeves in order to recoup additional shelf space.

This process continues. A document retention and disposal plan is being developed.

1.5C Implement specific cost-cutting measures: reduction in postage expenses by using student-pickup of mail, fax and e-mail transmissions rather than snail mail, and grouping of mailings to Crossett and McGehee; reduction in paper and forms expense; and reduction in copier and printer toner.

Electronic transmittal of transcripts has been implemented. Some documents are scanned and e-mailed rather than copied and mailed.


1.6 Make advisement report tool available to students so that they can monitor their progress and can graduate in a timely manner.

This has been partially completed. Work continues on programming and implementing the advisement reports.

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Office of the Registrar Strategic Goal 2: Enhancement of Academics Objectives Strategy Outcomes 2.1 Improve academic quality

standards 2.1A To finish programming advisement

reports into PeopleSoft to accommodate students under current requirements.

This is ongoing and will continue until complete

2.1B In conjunction with continued implementation of PeopleSoft, to revise procedures for equivalencies, substitutions, and exceptional course registrations.

Until the advisement reports are finished, the existing procedure will remain in place.


2.2A

Set up all office forms on disk and to place all the forms on the web site.

Commonly used forms are available on the web site. This is a continual review and update process.

2.2B Continually review standard forms and work toward improvement or streamlining of those forms.

Drop forms, registration exception forms, and withdrawal forms were updated this past year to include needed signatures and fields.

2.3 Accommodate the diverse needs of students

2.3 Research and implement some type of “scholarly intramurals” to appeal to those students who wish to participate in collegiate competition based on academic talent and knowledge.

No attention has been directed to this objective.

2.4 Enhance UAM’s image. 2.4 Students, faculty, staff, and the general public will be treated in an efficient and professional manner.

The office handles many visitors via telephone and in person. Each staff member makes an effort to be efficient and professional at all times.

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Office of the Registrar Strategic Goal 3: Enhancement of Quality of Life


needs of students. 3.1A Inventory existing office signage and

get input from all staff members to update the signage for succinct and positive communication.

The office makes every effort to communicate important matters with effective signage. Revision of all current signage is underway.

3.1B Provide opportunities for developing improved communications in dealing with difficult situations.

Each difficult situation is different and office member consult on those that are particularly troublesome. With each situation, the repertoire of experience is increased for more effective results next time.


3.2A

Provide opportunities for employees to take one class during the workday

This opportunity continues to be available. No one took advantage of this opportunity in 13-14.

3.2B Encourage and reward (in some way) participation in campus and community events which are aimed at health issues or quality of life.

Staff members were encouraged to participate in the Health and Wellness fairs. Other than verbal praise, no other reward was made available this year.

3.2C Reorganize to some extent the suite offices to make them more efficient and to maximize existing space.

One office was re-organized to make imaging of documents more efficient. Older documents that could be disposed of have been shredded; freeing up space for other purposes.

3.2D Plan for replacement of aging office computers, ideally one per year, from M&O funds.

Two computers were replaced and a more efficient scanner was purchased.

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