Strategic Plan
20132016
Strategic Plan
2013 — 2016
Mission Statement
Kutztown University’s mission
is to provide a high quality
education at the undergraduate
and graduate level in order to
prepare students to meet
lifelong intellectual, ethical,
social, and career challenges.
V ision Statement
Kutztown University aspires
to be a regional center of
excellence providing opportunities for advanced academic,
cultural, and public service
experiences, within a caring
community, designed to promote success in global society.
WWW.KUTZTOWN.EDU/STRATEGICPLAN
President’s Message
Dear Campus Community,
I am pleased to share with you the recently updated Strategic Plan 2013-2016. In this
update, we have continued to focus on improving the University’s enrollment management while maintaining our focus on maximizing the results of PASSHE’s Performance
Funding program.
In this year’s update, we have incorporated the actions that have been identified
through the recently developed Strategic Enrollment Plan as key strategies to achieve
our enrollment and retention goals.
President F. Javier Cevallos
The University continues to investigate strategies to reverse the decline in student
enrollment and retention rates that we have experienced over the past three years. We
expect the newly defined actions will transform this institution over time, resulting in a
more student-centered approach in delivering University services. This cultural transformation is necessary for the University to foster an environment conducive to student
success; higher academic quality; and competitiveness in our marketplace.
Some of the actions that were included in last year’s plan have been completed, and
therefore removed from the current plan. You can find those completed actions at the
end of this document.
I praise the campus community for your efforts in attaining these actions, and for
implementing a new culture of enrollment management among your units. The successful completion of the objectives in this plan still requires the coordinated, conscientious
efforts of each and every one of us: faculty; staff; and administrators. While the task
ahead is significant, I have confidence in the abilities of our University community and
am excited to work together with all of you as we adjust to become an institution that
embraces student advocacy as the core of our daily efforts.
F. Javier Cevallos
President
Strategic Plan 2013 — 16 | 3
Objective 1.1
Increase overall degrees conferred by 3.5%.
In 2012-13, the University awarded 2,113 degrees. Due to
declining enrollments over the last two years, which translate into smaller graduation classes, it will be challenging
to meet the future year targets as defined in this objective.
2013 — 14 Actions
The Department of Academic Enrichment, with support
from the Office of Assessment, will complete analyses of
the impact of previous and current academic support
services on degree completion, and then use the results
to propose improvements in support services.
Implement university-wide early warning and interven-
tion systems that support student success.
All academic colleges will institute early warning and
intervention systems.
Prior year results
2011-12 was a remarkable year for KU in terms of degrees conferred, as we graduated the largest class over the
last five years. Overall degrees conferred showed a positive
result, despite declining slightly during 2012-13 and missing the target by 8 degrees.
Goal 1 | Academic Excellence
Kutztown University will promote, enhance, and
recognize excellence in teaching, learning, creativity,
scholarship, and research.
Count of degrees conferred
2,500
2,250
2,000
1,750
1,500
1,250
1,000
750
500
250
0
2007 —
2008
Degrees Awarded 1,873
Target
4 | Strategic Plan 2013— 16
2008 —
2009
2,046
2009 —
2010
2,078
2010 —
2011
2,030
2011 ——
2012
2,175
2012 —
2013
2,113
2013 —
2014
2014 —
2015
2015 —
2016
2,121
2,206
2,305
2,420
Goal 1 | Academic Excellence
Objective 1.2
Improve Baccalaureate Degrees awarded per FTE
Undergraduate Enrollment to 25.27%
The actions that the University will undertake to improve the
degree completion rate will take several years to yield results.
In addition, degree completion rates of 25% or higher would
indicate an average time to degree of four years. This is much
higher than the University and National averages.
2013 — 14 Actions
The Department of Academic Enrichment, with support
from the Office of Assessment, will complete analyses of
the impact of previous and current academic support
services on degree completion, and then use the results
to propose improvements in support services.
Implement university-wide early warning and intervention systems that support student success.
Prior year results
In 2012-13, although the University graduated a larger percentage of undergraduates than the prior five years it was not
sufficient to meet this year’s target, falling short by 2%. This
is a challenging objective, and the University will continue to
strive to meet the targets through the duration of the plan.
degrees conferred per FTE Enrollment
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0
2007—
2008
Actual 19.73%
Target
2008 —
2009
20.39%
2009 —
2010
20.69%
2010 —
2011
20.51%
2011 —
2012
20.23%
2012 —
2013
21.17%
2013 —
2014
22.27%
24.27%
25.27%
2014 —
2015
2015 —
2016
26.27% 27.27%
Strategic Plan 2013 — 16 | 5
Objective 1.3
Decrease the Achievement Gap for Pell Recipients by 10%
The University has prioritized the improvement of its retention
practices and will implement measures to enhance retention
for all students. These measures will take time to identify,
implement, and positively impact retention. Since strategies
to retain students are being evaluated, and implemented, it
is unlikely that substantial program improvements will have
an impact on improving retention or degree completion in the
2013— 16 year.
2013 — 14 Actions
Implement university-wide early warning and interven-
tion systems that support student success.
Prior year results
The University was successful in closing the freshmen
achievement gap for Pell recipients, as we surpassed the
goal of 18.43% for the Fall 2006 cohort class with an
actual gap of 16.24%. This equates to 5 degrees awarded
above the target of 93 additional degrees awarded to Fall
2006 Pell recipient students.
Success Gaps for Pell Recipients
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0%
Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009
Gap Actual 17.75%
32.09%
Gap Target
6 | Strategic Plan 2013— 16
18.91%
8.87%
18.43%
17.48%
15.87%
13.11%
2013 — 14 Actions
Implement university-wide early warning and intervention systems that support student success.
Goal 1 | Academic Excellence
Objective 1.4
Decrease the Achievement Gap for Underrepresented
Minority Students by 10%
The University has prioritized the improvement of its retention
practices and will implement measures to improve retention for
all students. These measures will take time to identify, implement,
and positively impact retention. Since the improvement of retention
is in the beginning stage, it is unlikely that substantial program
improvements will be implemented to have any impact on
improving retention or degree completion in the current year.
Prior year results
The University was successful in closing the freshmen achievement gap for underrepresented minority students, as we surpassed the goal of 18.43% for the Fall 2006 cohort class with
an actual gap of 8.87%.This equates to 39 degrees awarded
above the target of 128 additional degrees awarded to Fall
2006 underrepresented minority students.
Success Gap for Underrepresented minority students
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0%
Fall 2003 Fall 2004 Fall 2005 Fall 2006 Fall 2007 Fall 2008 Fall 2009
Gap Actual 31.87% 32.50% 42.69% 16.24%
Gap Target
18.43% 17.48% 15.87% 13.11%
Strategic Plan 2013 — 16 | 7
Degrees Awarded in Stem Majors
Objective 1.5
Increase Number of STEM Degrees Conferred by 10%
The University has recently implemented programs to recruit
and retain students in STEM disciplines. These programs will
take several years to impact graduation numbers and as such
will not impact degree completion in the current year.
2013— 14 Actions
Assess the impact of the STEM related scholarship pro-
grams (KU Promise, NSF S-STEM grants) on recruiting and retaining students in the STEM disciplines.
Expand the scholarship programs devoted to recruiting and retaining students in the STEM disciplines.
Provide support for a measurable increase related to stu-
dent participation in undergraduate research.
Prior year results
The University surpassed the 2011-12 target by eight students,
a 15% increase over the prior year, and will continue efforts to
increase degree completion in STEM majors.
8 | Strategic Plan 2013— 16
450
400
350
300
250
200
150
100
50
0
Actual
Target
2009 —
2011
2011 —
2012
268
308
300
2012 —
2013
326
2013—
2014
2014 —
2015
2015 —
2016
352
378
402
Goal 1 | Academic Excellence
Objective 1.6
Increase Continuation Rate to 68%
Improving the continuation rate is a high priority objective for the University. Improvements are expected to be
attained over several years.
2013 — 14 Actions
Implement university-wide early warning and interven-
tion systems that support student success.
Implement changes to the housing freshmen retention programs to improve the retention of on-campus resi-
dent freshmen students to 73%.
Prior year results
The University experienced a decline in the continuation rate
for Fall 2012 compared to previous years due to a variety of
factors. Because of this decline, the University established
this objective to improve student success. Although the continuation rate improved at the end of the 2012-13 academic
year, the target of 68% was not achieved. The University has
implemented recent improvements to its retention programs
and will establish new continuation rate targets after future
enrollment targets have been reviewed by the Vice President
of Enrollment Management.
Continuation Rate
100.00%
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0%
Fall 2006— Fall 2007 — Fall 2008 –
Fall 2007
Fall 2008
Fall 2009
69%
67%
Actual
68%
Target
Fall 2009 – Fall 2010 –
Fall 2010
Fall 2011
68%
67%
Fall 2011 – Fall 2012 –
Fall 2012 Fall 2013
63%
65%
68%
Strategic Plan 2013 — 16 | 9
Objective 1.7
Achieve the Mean Score in all Five Areas of Engagement of the NSSE U.S. Descriptive Statistics
Measures of academic quality are difficult to identify and
collect. The NSSE survey provides information that is useful in identifying ways to improve a student’s academic
experience.
2013–14 Actions
The learning goals of General Education Goal 3 (to in culcate a sense of personal and social responsibility that is anchored through active involvement with diverse
communities and real world challenges) will be as-
sessed and findings used to enhance students’ educa-
tional experiences.
Design and implement co-curricular student engage
ment programs to achieve increased levels of student engagement.
Adopt a community-wide mentoring program.
Create a student success center that provides tutoring, academic advising, supplemental instructions, math and writing labs for targeted student segments.
Prior year results
The University achieved the scores in the chart below for
the NSSE when it was administered in 2011. The results
associated with the most recent administration of the test
will be available in the Fall 2013 semester.
NSSE Benchmark Statistics
100
90
80
70
60
50
40
30
20
10
0
10 | Strategic Plan 2013 — 16
Academic Active/
Challenge Collaborative
Learning
Student/
Faculty
Interaction
Enriching
Educational
Experiences
Supportive
Campus
Environment
2011 Survey
50
40
30
20
60
2012 Master’s Mean
55
46
37
28
65
Goal 1 | Academic Excellence
Strategic Plan 2013 — 16 | 11
Objective 2.1
Closing the Access Gaps for Pell Recipients by 20%
The University’s recruitment efforts have been successful
in the past in improving the enrollment of a representative
number of Pell grant recipients. It is anticipated that this
success will continue and the University will meet this
objective throughout the period of the 2013 — 16 Strategic
Plan.
2013 — 14 Actions
The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success.
Prior year results
The University was successful in closing the freshmen
access gap for Pell grant recipients, as we surpassed the
goal of 10.05% for the Fall 2011 cohort class with an
actual gap of 8.73%. This equates to 32 Pell recipient
enrollments above the target of 660 additional Pell recipient freshmen. Note that this is an inverse measure and a
smaller gap represents a positive result.
Goal 2 | Community Engagement
Kutztown University will partner with the community
to serve the needs of the people of the Commonwealth and the region.
Access Gap for Pell Grant Recipients
20.00%
18.00%
16.00%
14.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
Actual
Target
12 | Strategic Plan 2013 — 16
2009 –
2010
11.20%
2010 –
2011
5.00%
2011 –
2012
8.73%
10.05%
2012 –
2013
8.93%
2013 –
2014
7.82%
2014 –
2015
6.70%
Goal 2 | community engagement
Objective 2.2
Closing the Access Gaps for Underrepresented Minority
Students by 20%
The University’s recruitment efforts have been successful
in the past in improving the enrollment of a representative
number of underrepresented minority students. It is anticipated that this success will continue and the University will
meet this objective throughout the period of the Strategic
Plan.
2013 — 14 Actions
The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success.
Prior year results
The University was successful in closing the freshmen
access gap for underrepresented minority students, as
we surpassed the goal of 5.81% for the Fall 2011 cohort
class with an actual gap of 3.06%. This equates to 55
underrepresented enrollments above the target of 327
additional underrepresented freshmen. Note this is an
inverse measure and a smaller gap represents a positive
result.
Access Gap for Underrepresented Minority Students
20.00%
18.00%
16.00%
14.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
Actual
Target
2009 2010
2010 2011
2011 –
2012
6.50%
3.43%
3.06%
5.81%
2012 –
2013
2013 –
2014
2014 –
2015
5.16%
4.52%
3.87%
Strategic Plan 2013 — 16 | 13
Objective 2.3
Closing the Access Gaps for Transfer Students who are
Pell Recipients by 20%
Although the University has not focused on recruiting
transfer students who are Pell recipients, it will improve its
recruitment and enrollment processes as a way to support
the achievement of this objective.
The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success.
2013 — 14 Actions
Academic and Student Affairs will work with community college transfer coordinators to better align curricula.
Prior year results
The University was successful in closing the transfer access gap for Pell grant recipients as the target of enrolling
350 transfer Pell recipients was surpassed by 15 students,
to show a total enrollment of 365. Note that this is an
inverse measure and a smaller gap represents a positive
result.
Access Gap for Transfer Students who are pell Recipients
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
-1.00%
-2.00%
-3.00%
Actual
Target
14 | Strategic Plan 2013 — 16
2009 2010
5.40%
2010 2011
0.64%
2011 –
2012
-1.74%
2012 –
2013
2013 –
2014
2014 –
2015
4.88%
4.33%
3.79%
3.25%
Goal 2 | community engagement
Objective 2.4
Closing the Access Gap for Transfer Students who are
Underrepresented Minority by 20%
Traditionally, the University has not focused on recruiting
transfer students who are underrepresented minorities,
although we have experienced an increase in the transfer
student population over the past several years. The University
will focus on improving its recruitment and enrollment
processes as a way to support the achievement of this
objective.
2013 — 14 Actions
The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success.
Prior year results
The University was successful in closing the transfer access gap for underrepresented minority students, as we
surpassed the goal of 5.02% for the Fall 2011 cohort
class with an actual gap of 3.97%. This equates to nine
enrollments above the target of 147 additional underrepresented transfer enrollments. Note that this is an inverse
measure and a smaller gap represents a positive result.
Transfer Access Gap for Underrepresented Minority Students
8.00%
7.00%
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
Actual
Target
2009 2010
5.60%
2010 2011
7.56%
2011 –
2012
3.97%
2012 –
2013
2013 –
2014
2014 –
2015
5.02%
4.46%
3.91%
3.35%
Strategic Plan 2013 — 16 | 15
Objective 3.1
Increase Percentage of Students who are federal
Pell Grant recipients to 28.48%
The University’s recruitment efforts have been successful
in the past in improving the enrollment of a representative
number of Pell grant recipients.
2013 — 14 Actions
The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success.
Prior year results
The University significantly exceeded the 2011-12 target
for freshmen Pell recipient enrollments.
Goal 3 | Caring Campus Community
Kutztown University will value and respect all campus
constituents, celebrate diversity, and embrace shared
governance.
Percent of Freshmen — Pell Recipients
38.00%
36.00%
34.00%
32.00%
30.00%
28.00%
26.00%
24.00%
22.00%
20.00%
18.00%
16.00%
12.00%
10.00%
8.00%
6.00%
4.00%
2.00%
0.00%
2009 –
2010
Actual 15.82%
Target
16 | Strategic Plan 2013 — 16
2010 –
2011
25.14%
2011 –
2012
33.27%
23.48%
2012 –
2013
2013 –
2014
2014 –
2015
26.48%
28.48%
30.48%
Goal 3 | Caring Campus community
Percent of Total Enrollment — Underrepresented Minority
Objective 3.2
Increase Percentage of Students who are non-majority
to 19.23%
The University’s recruitment efforts have been successful
in the past in improving the enrollment of a representative
number of underrepresented minority students.
2013 — 14 Actions
The University will develop a comprehensive financial aid program, utilizing a variety of internal and external resources, to improve student access and success.
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
2009 2010
2010 2011
2011 –
2012
Actual 12.04% 12.94%
18.94%
Target
15.23%
2012 –
2013
2013 –
2014
2014 –
2015
17.23%
19.23%
21.23%
Investigate the possibility of increasing online courses and programs offered.
Prior year results
The University exceeded the 2011-12 target for freshmen
underrepresented minorities by 3.71%.
Strategic Plan 2013 — 16 | 17
Objective 3.3
Increase percentage of tenure/tenure track faculty who
are non-majority to 17.95%
New faculty hires are recommended by academic department
personnel. The administration provides suggested recruitment
sites to reach a diverse readership and attain a diverse
pool of applicants. Additionally, the administration monitors
the searches to ensure equitable and fair processes are
followed.
2013 — 14 Actions
The recruitment process will be evaluated and changes implemented as appropriate to support the recruitment of non-majority faculty members.
Retention for non-majority faculty will be assessed and the results used to develop/improve retention programs for non-majority faculty.
Prior year results
As of Fall 2012, the University surpassed the target by
1% as it continued its commitment to recruit and retain a
diverse faculty.
Percent of Underrepresented Minority Faculty
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Actual
Target
18 | Strategic Plan 2013 — 16
Fall 2010
Fall 2011
Fall 2012
14.35%
15.38%
16.93%
15.95%
Fall 2013
Fall 2014
Fall 2015
17.95%
19.95%
20.78%
Goal 3 | Caring Campus community
Objective 3.4
Increase percentage of tenure/tenure track faculty
who are female to 48.49%
New faculty hires are recommended by academic department
personnel. The administration provides suggested recruitment
sites to reach a diverse readership and attain a pool of
applicants that includes females. Additionally, the administration monitors the searches to ensure equitable and
fair processes are followed.
2013 — 14 Actions
The recruitment process will be evaluated and changes implemented as appropriate to support the recruitment of non-majority faculty members.
Retention of female faculty will be assessed and the results used to develop/improve retention programs for female faculty members.
Projections
The University fell short by 1% of the Fall 2012 target. The
University continues its commitment to recruit and retain
an equitable faculty.
Percent of full-time Female Faculty
50.00%
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0%
Actual
Target
Fall 2010
Fall 2011
Fall 2012
45.93%
45.64%
45.31%
46.49%
Fall 2013
Fall 2014
Fall 2015
48.49%
49.49%
50.00%
Strategic Plan 2013 — 16 | 19
Goal 4 | Stewardship of the
University’s Infrastructure
Kutztown University will maintain and enhance
physical, financial, and human resources necessary
to fulfill its mission.
Objective 4.1
Fundraise $2,535,000 in private sponsorship through
collaboration with the KU Foundation
The University did not meet the targeted amount for private support in 2012-13. The departure of the KU Foundation Executive Director during the year negatively impacted
the achievement of fundraising goals. The University will
work with the KU Foundation to identify a new Executive
Director to support the achievement of fundraising goals
in 2013-14.
2013 — 14 Actions
Assist the KU Foundation with a national search for a new executive director.
Prior year results
The KU Foundation raised a total of $1,999,676 in 201213, $535,324 short of the goal. Although this shortfall
may be reflective of the lagging national economic environment, the University will continue to work with the KU
Foundation to help support the achievement of future
fundraising goals.
Private Support Total Dollars Raised
$4,500,000.00
$4,000,000.00
$3,500,000.00
$3,000,000.00
$2,500,000.00
$2,000,000.00
$1,500,000.00
$1,000,000.00
$500,000.00
$-
2009 –
2010
Actual $4,167,885
Target
20 | Strategic Plan 2013 — 16
2010 –
2011
2011 –
2012
2012 –
2013
2013 –
2014
2014 –
2015
$2,440,260 $3,034,493 $2,000,861
$2,535,000 $2,860,000 $3,260,000
Goal 4 | stewardship of the university’s infrastructure
Objective 4.2
Increase the Sightlines Facilities Investment Score
to 64.20%
The Facilities department at the University operates at
a very high level compared to its PASSHE and national
peers. Although this performance contributes significantly
to the achievement of this objective, the University must
continue to provide adequate funds for the renewal and
replacement of the physical plant.
2013 — 14 Actions
The University will identify and invest an appropriate level of funding in support of renewal and renovations projects to adequately maintain its facility infrastructure in support of student success.
The Facilities department will perform a comprehensive review of its custodial operations to further improve the effectiveness of this unit.
Prior year results
This goal was achieved as the University invested over $10
million in renewal and replacement projects in 2012-13.
The Facilities organization outperformed its peers in the
PASSHE by a significant margin, maintaining its position
as a leader in operating effectiveness.
Sightlines Annual Facilities Investment Score
72.00
70.00
68.00
66.00
64.00
62.00
60.00
58.00
56.00
Actual
Target
2009 2010
2010 2011
2011 –
2012
69.44
62.14
71.90
63.20
2012 –
2013
2013 –
2014
2014 –
2015
64.20
64.20
64.20
Strategic Plan 2013 — 16 | 21
Objective 4.3
Continue to improve programs and services by performing
annual assessments of key units and using the results
in institutional planning, institutional renewal, and
resource allocation.
A culture of assessment has been growing at the University
for the past several years. Assessment of all units is a
priority of the institution and will support the continued
improvement of University operations.
2013 — 14 Actions
The Implementation Team for Institutional Effectiveness will monitor the objectives and actions in the 2013-
2016 Strategic Plan and recommend interventions to Cabinet as needed to support successful outcomes.
The Implementation Team for Institutional Effectiveness,
with support from Cabinet, will ensure 100% participation
rate by academic and non-academic units in the annual
assessment cycle.
22 | Strategic Plan 2013 — 16
The Cabinet will ensure that annual assessment data are used for planning, institutional renewal, and re-
source allocation.
Prior year results
All key academic and non-academic units have participated in the annual assessment cycle with an estimated
85 to 90% of the units systematically assessing one or
two outcomes each year. A majority of units are tracking
their assessments with TracDat, our assessment management system. Assessment results have been used by the
University to improve operations and programs as well as
to influence resource allocation decisions and provide
for institutional renewal. Promotion of larger grouping of
units to more systematically and effectively engage in the
assessment cycle is underway. All colleges have mission
statements, and perhaps most significantly, the University
created a Strategic Enrollment Plan in Spring 2013 that
identifies goals, objectives, actions, and needed resources.
STRATEGIC PLAN 2013—16
COMPLETED ACTIONS | OUTCOMES MET 2012— 13
Objectives 1.1 and 1.2
Implemented online degree audits for students and faculty
advisors for current, correct, and easily-accessible degree
requirement information, including complete incorporation
of new General Education requirements (e.g., thematic
notations.)
Objective 1.4
Engaged an external review of University support services
on continuation and degree completion and use the results to improve current processes.
Objective 1.5
Increased number of students recruited into STEM disciplines.
Objective 1.8
Completed inventory of high impact practices by department and college.
Completed assessment of learning goals of General Education Goal 2.
Objective 2.3
Signed Transfer and Articulation Agreement with Reading
Area Community College.
Approved statewide program-to-program (P2P) articulation
agreements with community colleges effective Fall 2012;
i.e., Biology, Business, Chemistry, Computer Science, English, Environmental Geoscience, Geology, Mathematics and
Statistics, Physics, PK-4 Education, and Psychology.
Approved statewide program-to-program (P2P) articulation
agreements with community colleges effective Fall 2013;
i.e., Art, Communications, Criminal Justice, Environmental
Science, Geography, History, Spanish, Social Work, and
Sociology.
Objective 4.2
Dedicated a minimum of $8 million to operating and
capital facility investment projects for the 2012 fiscal year
while maintaining performance in the operating effectiveness and stewardship categories of the return on physical
assets indicator.
Objective 4.3
Received AACSB approval to proceed into the self-study
process (College of Business).
Completed the NCATE review and reaccreditation site visit
(College of Education).
Submitted the Periodic Review Report to Middle States Commission on Higher Education on June 1, 2013.
Submitted to Middle States Commission on Higher Education on June 1, 2013 the Verification of Compliance with Accreditation-Relevant Federal Regulations document.
Strategic Plan 2013 — 16 | 23
Kutztown University CORE VALUES
As a community of students, faculty and staff, Kutztown
University of the Pennsylvania State System of Higher
Education, is committed to these four core values which
shall be the foundation for all Strategic Goals:
1 | We believe that the students and their development
must be the primary focus of our work.
Enhanced knowledge of the human condition
The University must provide students, faculty and staff,
opportunities to increase their appreciation and knowledge
of the human condition, respect for individual and cultural
differences, social justice, academic integrity, and the
democratic process.
Equal Access Institution
We will promote and embrace the diverse needs of society
by ensuring equal access to programs, services and intellectual offerings without the regard to race, gender, creed,
age, national origin, sexual orientation or physical disability.
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Collaborative and Integrative Learning and Teaching
Using new, innovative and collaborative pedagogical
approaches, we believe the University must promote student learning, both in and out of the classroom, and provide students with opportunities to develop and practice
critical thinking and decision-making skills.
A Dynamic, Technologically-Advanced Enviroment
We believe the University must be a dynamic academic
environment devoted to programs, services and academic
offerings which emphasize investigation and information
management through technologically-advanced skills of
locating, evaluating, organizing, using and presenting
information.
2 | We believe that we must maintain a sense of
community.
A Just and Caring Community
The University is a just and caring community where dignity
and respect for all individuals without regard for race,
gender, religion, age, national origin, disability, or sexual
orientation are affirmed and supported, and where equality
of opportunity is vigorously pursued.
The Principles of Civility
As a community, we appreciate, respect and embrace the
principles of honesty, integrity and civility, and demonstrate
such values in all of our actions.
Character Development and Values Education
We are committed to immerse students in the process
of values education and character development must be
central to our work and is embodied in the social and
intellectual dimensions of campus life.
3 | We believe that we must influence the quality of
our community.
Shared Governance
We believe that the University should respect, promote
and practice shared governance among faculty, staff and
students in all aspects of the decision-making process.
Free Exchange of Ideas and Beliefs
Provide a quality of campus life which will encourage the
growth of self-esteem, respect for the beliefs of others and
the open exchange of ideas.
Community Collaboration and Service
As a member of the Pennsylvania State System of Higher
Education, we believe that our University must actively
engage in serving the community, whether local, regional,
state, national, or global, in creative and collaborative
ways to meet emerging social needs.
4 | We believe that we must have the opportunity to
strive for excellence.
A Community of Inquiring Scholars
Our University must be a community of scholars engaged
in diverse learning styles and academic inquiry, both in
and out of the classroom, and we must foster an environment
in which such inquiry is understood, appreciated and
modeled.
Academic and Co-Curricular Excellence
In its commitment to academic and co-curricular excellence,
the University must provide a world quality education, in a
dynamic environment of positive interaction and continuous
improvement that maximizes the professional, intellectual,
social and personal development of all participants.
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