Institute course offerings and curricular standards for fine arts courses for non-majors Evaluation of fine arts courses and curricular standards Dean of Undergraduate Studies, relevant School Deans Action Item 1.a.ii.3. Metric Responsible Party Create fora for exploration and discussion of the pertinence of Catholic teaching to all disciplines of study at the University. Number/percent of faculty and student participation Provost, School Deans Number/type of academic publications Action Item 1.a.ii.4. Metric Responsible Party Inventory all the university’s academic degree and certificate programs to assess the extent of Catholic identity and mission. Annual Report of schools regarding Catholic identity and mission School Deans, Dean of Undergraduate Studies, Dean of Graduate Studies Action Item 1.a.ii.5. Metric Responsible Party Create curricular standards for elements of Catholic Intellectual Tradition principles in existing academic programs. Creation of standards and implementation of annual review schedule Dean of Graduate Studies, Dean of Undergraduate Studies, relevant School Deans Action Item 1.a.ii.6. Metric Responsible Party
Integrate national standards regarding information literacy into the undergraduate curriculum to ensure students leave the university prepared for a lifetime of learning and are able to: identify an information need; locate and evaluate information effectively; and use information appropriately and ethically. Annual Report of Undergraduate Studies regarding establishment of information literacy standards Dean of Undergraduate Studies, relevant School Deans, University Librarian Initiative 1.a.iii. Position CUA as the leading institution in the nation for graduate programs of the ecclesiastical faculties. Action Item 1.a.iii.1. Metric Responsible Party Evaluate graduate programs in the ecclesiastical faculties. Best practices of international graduate programs with ecclesiastical faculties. Provost, Deans of ecclesiastical faculties Action Item 1.a.iii.2. Metric Responsible Party Charge schools to develop plan to address metric identified in Action Item 1.a.iii.1. Metric as identified in Action Item 1.a.iii.1. Dean of Graduate Studies, Dean of Undergraduate Studies, relevant School Deans Initiative 1.a.iv. Promote interdisciplinary collaboration among faculty on issues of relevance to mission and Catholic identity.
Action Item 1.a.iv.1. Metric Responsible Party For graduate and undergraduate students, identify 5-10 key areas of research overlap among faculty relating directly to mission and Catholic identity. Identification of key areas Dean of Graduate Studies, Dean of Undergraduate Studies, Associate Provost for Research, AVP Institutional Research Initiative 1.a.v. Develop and monitor a university core of undergraduate general education with a vision that is clear, compelling, and Catholic. Action Item 1.a.v.1. Metric Responsible Party Ensure appropriate institutional structures so that all academic units serving undergraduate students clearly and seamlessly support this vision. Report from individual academic units on creation and maintenance of appropriate institutional structures. Provost, relevant School Deans, Dean of Undergraduate Studies Initiative 1.a.vi. Address in a holistic way the sophomore year experience and gateway to the disciplines and to undergraduate majors. Action Item 1.a.vi.1. Metric Responsible Party Ensure that the Undergraduate Advising Center works closely with individual academic advisors in major programs. Improvement of first to second year retention Dean of Undergraduate Studies, relevant School Deans
Initiative 1.c.ii. Evaluate extended access to specific outreach by campus ministry to all students, faculty and staff. Action Item 1.c.ii.1. Metric Responsible Party Assess spiritual needs for commuter students Survey results on efficacy VP Student Affairs, Director of Campus Ministry Initiative 1.c.iii. Continue to promote the Church’s core values of service to others. Action Item 1.c.iii.1. Metric Responsible Party Annually report service activity accomplished during each academic year. Annual Report of Campus Ministry on service learning Director of Campus Ministry, VP Student Affairs Action Item 1.c.iii.2. Metric Responsible Party Engage in such educational activities as local outreach, mission trips, and sustainability. Number/percentage of faculty and student participation Director of Campus Ministry, VP Student Affairs, relevant School Deans Initiative 1.c.iv. Make the University a welcoming home that reflects the current demography of American Catholicism, while continuing to provide a supportive environment to other faith traditions. Action Item 1.c.iv.1. Metric Responsible Party Explore programs and places for Catholic faith formation for all members of the CUA community including residential and commuter students, faculty, and staff. Percentage/number of faculty, staff, and student participation Provost, Director of Campus Ministry, VP Student Affairs, AVP Facilities Survey on efficacy
Initiative 2.a.i. Consider new academic organizational units to support innovative and interdisciplinary programming such as the creation of a School of Business and Economics. Action Item 2.a.i.1. Metric Responsible Party Solicit ideas from academic administration and faculty for successful innovative and interdisciplinary programs within respective fields. Number of new interdisciplinary projects per faculty participation Dean of Undergraduate Studies, Dean of Graduate Studies, Provost, relevant School Deans Action Item 2.a.i.2. Metric Responsible Party Charge Sponsored Programs to identify interdisciplinary funding opportunities from grants agencies and foundations and to develop a monthly e-newsletter to inform faculty of opportunities. Number/percentage of funding opportunities identified in e-newsletter pursued and/or awarded by University faculty Associate Provost for Research Action Item 2.a.i.3. Metric Responsible Party Evaluate current aspirational competition in undergraduate schools of business to identify key success factors based on recent research in excellence in undergraduate business education and in Catholic Social Teaching. Best-in-class and competitor undergraduate schools of business Chair of Business and Economics, relevant School Deans Key success factors and pursue competitive standing among university competitors Action Item 2.a.i.4. Metric Responsible Party Identify in the Master Plan the facilities requirement and appropriate location for a School of Business and Economics. Identification of facilities requirement AVP Facilities, VP Finance Action Item 2.a.i.5. Metric Responsible Party
Action Item 2.a.iv.1. Metric Responsible Party Assess advisability of providing an academic home as an option for exploratory students from admission until declaring a major or up to 60 credits. Decision for or against establishing an academic home Dean of Undergraduate Studies, relevant School Deans Action Item 2.a.iv.2. Metric Responsible Party Form an inter-collegiate faculty curriculum oversight committee for general education and ensure that it receives all the necessary support that leads to the adoption and implementation of a revised core curriculum, with appropriate adaptation to First Year Experience program. Formation of curriculum oversight committee ________________________________ Revised core curriculum Dean of Undergraduate Studies, relevant School Deans Initiative 2.a.v. Examine the number of requirements in general education and in majors. Action Item 2.a.v.1. Metric Responsible Party Review the overall portfolio of majors, minors, and certificates at the undergraduate level. Annual Report of Undergraduate Studies regarding "majors," "minors", and certificates Dean of Undergraduate Studies Action Item 2.a.v.2. Metric Responsible Party Pursue national benchmark standards for the proportion of undergraduate work constituting a “major” and a “minor.” Annual Report of Undergraduate Studies regarding "major" and "minor" standards Dean of Undergraduate Studies, relevant School Deans Action Item 2.a.v.3. Metric Responsible Party Pursue national benchmark standards for the proportion of undergraduate work constituting “general education”. Annual Report of Undergraduate Studies regarding general education standards Dean of Undergraduate Studies, relevant School Deans
Initiative 2.b.i. Foster multi-year, full support of doctoral students with competitive packages. Action Item 2.b.i.1. Metric Responsible Party Develop a strategic approach to foundations, corporations, government agencies, and individual contributors to partner in raising funds or identifying opportunities for scholarships, stipends, and research grants. Amount/percentage of scholarship support externally funded VP Advancement, President Number/percentage of externally funded university stipend/fellowship/assistantships Action Item 2.b.i.2. Metric Responsible Party Establish and foster relationships with area and national research foundations, public policy institutes, research centers, and other such institutions to collaborate on timely issues within society, science, and the environment. Number of partnerships with area and national research foundations Provost, Dean of Graduate Studies, Associate Director for Research, relevant School Deans
Action Item 2.b.i.3. Metric Responsible Party Develop a plan that matches admissions with availability of multi-year support packages for all students in each doctoral program Number/percentage of newly enrolled doctoral students receiving multi-year support packages Provost, Dean of Graduate Studies, relevant School Deans Number/percentage of newly enrolled doctoral students receiving full tuition support Number/percentage of newly enrolled doctoral students receiving partial tuition support Number/percentage of newly enrolled doctoral students receiving stipend/fellowship/assistantship support Mean level of stipend/fellowship/assistantship support Action Item 2.b.i.4. Metric Responsible Party Integrate extramural funds for student support with other sources, particularly for doctoral students. Number/percentage of amount of extramural support Provost, Dean of Graduate Studies, Associate Provost for Research, VP Finance, relevant School Deans Initiative 2.b.ii. Develop a financial plan to capture revenue for graduate student support. Action Item 2.b.ii.1. Metric Responsible Party Identify a resource pool for financial matches in foundation proposals for graduate student support. Identification of financial matches VP Development, Dean of Graduate Studies, Provost
Action Item 2.b.ii.2. Metric Responsible Party Commission a study to look at the opportunity for increased graduate support as well as analyzing and quantifying the potential for the University. Using our own data, develop a plan. Provost, Dean of Graduate Studies, relevant School Deans Action Item 2.b.ii.3. Metric Responsible Party Expand small grants for dissertation research and travel funds for students to present their research at conferences. Number of small research grants awarded annually/Percentage of doctoral students receiving small research grants annually Provost, Dean of Graduate Studies, Associate Provost for Research Action Item 2.b.ii.4. Metric Responsible Party Continue development of professional master’s programs as revenue generator for graduate student support. Enrollment numbers in professional master’s programs Provost, Dean of Graduate Studies, VP Finance Percentage of funding revenue returned to graduate student support Initiative 2.b.iii. Include career opportunities in the assessment of doctoral programs. Action Item 2.b.iii.1. Metric Responsible Party Establish benchmark based on previous 5-10 years of CUA doctoral programs including areas of study/research, number of doctoral candidates, performance of programs, and outcomes. Number/percentage of students receiving a doctoral degree attaining an appointment appropriate to discipline and degree earned. Dean of Graduate Studies, relevant School Deans, Dean of Assessment
Assess website content at unit, university, and IT level to monitor timeliness and accuracy. Development of tool to assess freshness and accuracy of website VP Enrollment Management, CIO Tech Services, AVP Marketing and Communications, Dean of Undergraduate Studies, relevant School Deans Action Item 2.c.ii.3. Metric Responsible Party Increase the resources for Enrollment Management in order to strengthen recruitment. Number/percentage of freshman applicants VP Enrollment Management Number/percentage of freshman Number/percentage of early decision applicants Number/percentage of newly enrolled freshmen Number/Percent of high schools visited each year by recruitment staff Number/Percent of high schools visited by recruitment staff with at least one applicant each year Average number of visits per high school by recruitment staff Action Item 2.c.ii.4. Metric Responsible Party
Review curricular offerings at other institutions to discern emerging new opportunities and directions and explore the creation of high-appeal academic programs (e.g. Intelligence, Classical Architecture, Cyber security, Criminology) Annual Report of Enrollment Management regarding emerging degree programs VP Enrollment Management, Dean of Undergraduate Studies, Dean of Graduate Studies, relevant School Deans Action Item 2.c.ii.5. Metric Responsible Party Enhance international student recruitment. Annual Report VP Enrollment Management, Dean of Undergraduate Studies, Dean of Graduate Studies, AVP Global Education, relevant School Deans Action Item 2.c.ii.6. Metric Responsible Party Enhance programs and services, including intensive English training, in order to remain competitive in the global market, increase diversity on campus, and improve the overall student experience at CUA. Annual Report VP Enrollment Management, Dean of Undergraduate Studies, Dean of Graduate Studies, AVP Global Education, relevant School Deans Initiative 2.c.iii. At the doctoral level, increase yield for the best students by competitive packaging for prospective graduate students that includes multi-year support. Action Item 2.c.iii.1. Metric Responsible Party Survey peer institutions for data on stipend, tuition, benefits, etc., packages by discipline in order to remain competitive. Continued participation in Oklahoma Graduate Student Stipend Survey; discipline by discipline gap between university awards and mean awards from Oklahoma survey Dean of Graduate Studies, AVP Institutional Research
Action Item 2.d.ii.4. Metric Responsible Party Increase the amount of study space available for individual research and collaborative learning. Amount of study space; Master Plan University Librarian, AVP Facilities Initiative 2.d.iii. Reconfigure Mullen Library as a learning hub with the flexibility and enhanced IT technology and assistance necessary to support a variety of learning styles and to meet the ever changing research and learning needs of faculty and students. Action Item 2.d.iii.1. Metric Responsible Party Increase the number of and improve the quality of the workstations available for research, instruction, and creation in Mullen Library. Creation of operational definition of the types of workstations sought University Librarian, AVP Facilities, VP Development Number/percentage of workstations available in Mullen Library University Librarian Annual usage of workstations by type University Librarian Creation of satisfaction index for Mullen Library services and workstations University Librarian, AVP Institutional Research Student satisfaction with Mullen Library services and workstations University Librarian, AVP Institutional Research Action Item 2.d.iii.2. Metric Responsible Party Bring more academic support services into the library. Annual Report of University Libraries regarding academic support presence University Librarian, Dean of Undergraduate Studies
Initiative 3.d.ii. Develop and maintain competitive athletic programs that contribute positively to the enrollment and retention goals of the university, while embracing the core values of sportsmanship and the Division III philosophy. Action Item 3.d.ii.1. Metric Responsible Party Sustain diverse athletic offerings as a signature statement. Percentage of students in diverse athletics programs AVP Athletics, VP Enrollment Management Number of athletics programs Initiative 3.d.iii. Utilize the athletic program as a vehicle to increase student engagement, fund raising opportunities, and alumni involvement with the university. Action Item 3.d.iii.1. Metric Responsible Party Enhance athletic booster programs for campus community, alumni, and external support. Annual Report of Athletics regarding athletic booster programs VP Development, AVP Athletics, Director Alumni Relations Action Item 3.d.iii.2. Metric Responsible Party Take appropriate steps to ensure that athletic facilities and support for varsity athletic programs remain at a level that is comparable to our conference, regional, and national competitors in Division III. Annual Report of Athletics regarding continued financial maintenance of facilities and varsity programs AVP Athletics, AVP Facilities, VP Finance
Initiative 4.b.i. Evaluate diversity status in terms of job categories. Action Item 4.b.i.1. Metric Responsible Party Develop diversity goals and selection standards. EEOC Annual Report (as derived from Affirmative Action Plan) AVP Human Resources Action Item 4.b.i.2. Metric Responsible Party Create a report that focuses on the University’s progress towards reaching its diversity goals and standards, addressing representation of Latino, African American, and Eastern Rite Catholics. EEOC Annual Report (as derived from Affirmative Action Plan) AVP Human Resources Initiative 4.b.ii. Review recruitment strategies for optimal outreach. Action Item 4.b.ii.1. Metric Responsible Party Review recruitment sources and practices with the goal of expanding diversity. Number of new recruitment sources AVP Human Resources, Provost Action Item 4.b.ii.2. Metric Responsible Party Explore, identify, and implement diverse recruitment strategies to support CUA’s diversity goals. Number of new recruitment sources AVP Human Resources, Provost
Action Item 4.d.iii.2. Metric Responsible Party Have quarterly update or town hall meetings open to all faculty, staff and students. Number of town hall meetings conducted annually Provost and other Vice Presidents Action Item 4.d.iii.3. Metric Responsible Party Evaluate current communication tools and methods for effectiveness. Benchmark peer schools President’s Office, AVP Marketing and Communications Initiative 4.d.iv. Expand the university’s website for an “employee-only” section to promote connectedness. Action Item 4.d.iv.1. Metric Responsible Party Establish secured “employee only” area of university website for alerts, newsletters, best practice sharing, tools, guides, forms, and policies. “Employee-only” website AVP Marketing and Communications , CIO Tech Services Action Item 4.d.iv.2. Metric Responsible Party Develop and implement an electronic communication to feature an office, school, or department each month that would include new initiatives, staff, faculty, or any other updates to share campus-wide. “Employee-only” emails on specific units or initiatives AVP Marketing and Communications, CIO Tech Services
Action Item 4.e.iii.2. Metric Responsible Party Strive to meet the Indoor Environmental Quality Requirements of LEED. Number of LEED certified buildings on campus AVP Facilities, VP Finance Action Item 4.e.iii.3. Metric Responsible Party Develop space allocation standards for workplaces. Defined space allocation standards by employee class VP Finance, AVP Facilities, Provost Action Item 4.e.iii.4. Metric Responsible Party Develop a standard furniture pallet able to be semi-tailored for each work environment. Develop in conjunction with Action Item 4.e.iii.3. effort VP Finance, AVP Facilities, Provost Initiative 4.e.iv. Develop standardized training programs, departmental and HR-related, for all employees. Action Item 4.e.iv.1. Metric Responsible Party Develop manager training seminars on mentoring, coaching, and managing the workforce. Number of mentors/coaches; number of program participants AVP Human Resources Action Item 4.e.iv.2. Metric Responsible Party Develop and implement online mandatory training for all employees (similar to current FERPA training). Number of mandatory online courses required for all employees AVP Human Resources
Action Item 5.b.iv.2. Metric Responsible Party Use technology and marketing to educate and benefit returning students in the area of financing college costs, including financial assistance, and parent financing and payment options. Development of website content and a specific communications plan to increase student and parent information ranging from financial assistance to payment planning. AVP Marketing and Communications; AVP Enrollment Management Systems and Student Financial Assistance; AVP Enrollment Services Action Item 5.b.iv.3. Metric Responsible Party Through the Office of the Registrar, partner with Institutional Research and the University’s Retention Committee to develop data benchmarks to identify attrition trends and opportunities for early intervention. Development of a retention “dashboard” to include key variables of student data (registration trends, academic performance) to inform retention strategies. AVP Enrollment Services; AVP Institutional Research; Chair, University Retention Committee
Initiative 5.c.i. Explore additional support staff with expertise in grant writing support, budget development, grants accounting, and media specialists into a seamless support system of extramural support and create a single administrative entity that would provide strategic direction as well as support all research related activities. Action Item 5.c.i.1. Metric Responsible Party Define position descriptions for grant writing support. Submission of position description Associate Provost Sponsored Research, AVP HR Action Item 5.c.i.2. Metric Responsible Party Purchase grant administration/management software. Successful implementation of software Associate Provost Sponsored Research, CIO Tech Services Action Item 5.c.i.3. Metric Responsible Party Expand responsibility of research administration structure to include foundation funding for research; add professional capacity in University Advancement in corporate and foundation relations. Establish foundation funding Staff allocation in Advancement, Schools Revenue increase Provost, VP Advancement Action Item 5.c.i.4. Metric Responsible Party Conduct comprehensive review of how University conducts research and what would be required to significantly increase the overall level of research. Completion of review by University’s research administrative entity Provost, VP Advancement
Action Item 5.c.v.2. Metric Responsible Party Change proportion of current indirect return distribution to increase return to faculty labs in order to reinvest in research programs. Annual number and amount of sponsored research proposals submitted (entire University and by discipline Associate Provost for Research Annual number and amount of sponsored research awards received (entire University and by discipline Associate Provost for Research Annual amount of sponsored research expenditures (entire University and by discipline) Associate Provost for Research Action Item 5.c.v.3. Metric Responsible Party Establish policy that matches teaching load with the return on higher research productivity. Annual number/percentage of faculty receiving teaching load benefit Provost Annual number and amount of sponsored research proposals submitted and received by faculty receiving teaching load benefit Provost, Associate Provost Sponsored Research Action Item 5.c.v.4. Metric Responsible Party Develop proposal for a Center of Teaching Excellence to support research on innovative pedagogy and dissemination of best practices. Proposal to address goals, structure, and necessary resources. Provost
Action Item 5.c.vi.5. Metric Responsible Party Establish a University Research Day that would include undergraduates, graduates, and faculty members. Number/percentage of students and faculty participating in research day annually Associate Provost for Research, relevant School Deans Action Item 5.c.vi.6. Metric Responsible Party Develop funding sources to support summer undergraduate internships. Number/percentage of undergraduates participating in funded and unfunded summer internships Dean of Undergraduate Studies, Associate Provost for Research, relevant School Deans Action Item 5.c.vi.7. Metric Responsible Party Establish/develop on-campus summer housing options for interns. Number/percentage of undergraduate summer interns living on campus during the summer VP Student Affairs, Dean of Undergraduate Studies Action Item 5.c.vi.8. Metric Responsible Party Seek and reward external grants to support summer research internships (i.e., NSF, REU’s). Number/dollar amount of external grants used to support summer research internships Dean of Undergraduate Studies, Associate Provost for Research, relevant School Deans Number/percentage of undergraduate research internships supported by external funding Action Item 5.c.vi.9. Metric Responsible Party Establish process that supports researchers to link/match undergraduate students as candidates to participate in research. Number/percentage of students matched with researchers Dean of Undergraduate Studies, Associate Provost for Research, relevant School Deans
Action Item 5.c.vi.10. Metric Responsible Party Increase internships annually (internal/external funding) over the next 5 years. Number/percentage of undergraduates participating in funded and unfunded internships Dean of Undergraduate Studies, relevant School Deans, Associate Provost for Research Number/percentage of undergraduates participating in funded internship opportunities Action Item 5.c.vi.11. Metric Responsible Party Integrate student involvement in research and projects into curriculum. Number/percentage of undergraduates participating in research as a part of curriculum Dean of Undergraduate Studies, relevant School Deans