BUILDING ON EXCELLENCE
West Chester University Strategic Plan
2013 through 2022
President’s Preface
West Chester University is embarking on an exciting journey over this decade, building
upon our excellence to create a top-tier university boldly leading others into the future. The
University will be acknowledged nationally and internationally for its quality and relevancy,
while retaining its strong commitment to the welfare of the citizens of the Commonwealth of
Pennsylvania. WCU strives to be highly relevant to its many constituencies by offering
innovative programming that addresses the most pressing issues of our time and ensures a
sustainable future that promotes quality of life along all its dimensions. Such a journey will be
characterized by campus-wide passion for leadership across our mission and achieving the agility
necessary to respond to the rapidly changing and complex environments faced by our
stakeholders.
West Chester University will be increasingly recognized for the following:

Leadership in applied research in the sciences, health sciences, business, education,
and other areas in which the University can excel.

Outreach to global and regional partners through which intellectual and material
resources can be leveraged for mutual benefit.

Innovation and creativity while advancing its disciplines and their professional
practice.

Enhancing the value of its academic degrees and celebrating the achievements of its
alumni.

Providing 21st Century leadership developing, modeling, and disseminating effective
teaching and learning strategies that extend well beyond current best practices.

Emphasis on student success and preparation for a lifetime of adding value to family,
neighborhood, nation, and professional practice.
West Chester’s strategic plan, Building on Excellence, is a courageous yet realistic
roadmap for the University’s journey. WCU has distinguished itself among the very best public,
regional, comprehensive universities, and its influence and recognition already extend nationally
and even internationally, far beyond the institution’s historical service region. The University
educates its students to live lives of personal and professional accomplishment and local and
global leadership. To that end, faculty and staff focus on giving students the finest academic
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preparation; their work as teachers, scholars, and support personnel, as well as members of the
campus community, contributes to the progress and well-being of the region, nation, and world.
Building on Excellence is comprehensive in its scope yet provides practical and specific
guidance. In the service of its fundamental goal, Education for Success, this strategic plan gives
structure to the process for taking WCU from the excellent university it is today to the
extraordinary university it will become in the future. The plan outlines the prerequisites, as well
as the means, for progress and emphasizes the following needs:

Career preparation and education for a meaningful life in all its dimensions,

Solid experience in the arts and humanities, social sciences and science and technology,

Facilities that support academic and co-curricular excellence,

Programs and services for potential students who could benefit from distance education
and other alternatives to traditional campus life,

A fully diverse community,

A culture of service, and the wise use of resources of all types.
Building on Excellence is based on a solid understanding of the internal and external
environments that influence the University’s future. The plan also is insightful in assessing the
WCU’s current widespread excellence, needs, and potential. It describes the numerous and farreaching collaborations and partnerships that are integral to a highly relevant university, one that
is visionary in educating students for the world in which they will live and work. Another
strength of the plan is the inclusiveness of its design; more than 2,000 faculty, staff, students,
alumni and community leaders helped to align the University’s mission, vision, and values with
both the broad and the specific goals articulated in the document.
Building on Excellence speaks boldly about the institution’s future and leadership role in
American higher education. The University’s talented faculty and staff are prepared to assume
the responsibilities of leadership at the regional, national, and international levels. We are
creating a very bright future for all those we serve.
Greg Weisenstein
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BUILDING ON EXCELLENCE
West Chester University Strategic Plan
I.
Introduction
Building on Excellence, the new West Chester University Strategic Plan, provides a blueprint for
institutional growth and development based on the solid foundation established over the past decade. The
Plan begins with an overview of the planning process (Sections II through VIII) followed by the
presentation of the initial strategic goals and objectives which were completed in June 2012 (Section IX).
The remainder of the document focuses on the principal objectives and outcomes to be achieved during
the Plan’s first phase (Section X: 2013-14 through 2015-16) followed by descriptions of all Phase 1
outcome measures including the assignment of responsibility for achieving the desired outcomes and
projected resource requirements (Section XI). It is expected that Plan goals and objectives not addressed
in Phase 1 will be included in the second and third Plan implementation phases (2016-17 through 2018-19
and 2019-20 through 2021-22). Divisions will also have the opportunity to recommend additional
objectives and outcome measures for Phase 1 implementation.
II.
The Process: Engaging Stakeholders
WCU’s strategic planning process began in the fall of 2010 with the appointment of a Strategic
Planning Steering Committee (SPSC) comprised of 38 members representing faculty, staff, and students
(Appendix A). The group devoted the major portion of the 2010-11 academic year to conducting a
comprehensive organizational assessment (Appendix B). The result was a summary of the institution’s
internal strengths and weaknesses along with identification of external opportunities and threats that
would influence the University’s future.
The organizational assessment report provided WCU’s internal and external stakeholders with a
common understanding of the University and the issues it will face in the years to come. Beginning in the
summer of 2011, the SPSC engaged these stakeholders in the planning process (Appendix C). The SPSC
used a design approach to planning called “idealization” that has been used extensively in dynamic and
complex organizations. Stakeholders were asked to design their “ideal” WCU with the assumption that
funding was not an issue. This approach captured the needs and perspectives of different groups and
ultimately increases constituents’ commitment to the final plan. A variety of processes were used to elicit
stakeholder input including town hall meetings, group interviews, and surveys. Over 2,000 individuals
participated in the design process.
In fall 2011 and early spring 2012, the SPSC analyzed the stakeholder input to identify a set of
broad strategic goals which were clustered by five themes. The goals were also used to develop vision
and values statements that reflect WCU’s unique position and stakeholder perspective. The existing
mission statement must be viewed in light of the new Vision and Values statements (see pages 4 and 5).
III.
Fiscal Projections
In October 2011, the President established the Strategic Planning Fiscal Sub-Group to create a
financial projections model to support institutional planning, establish and monitor key financial
performance measures, and assess the financial impact of objectives and outcomes proposed by the SPSC,
Cabinet, and other members of the campus community. The Group was also asked to identify
opportunities for revenue growth emerging from the developing strategic plan and campus community.
Following a year-long assessment process, the Group submitted revenue enhancement recommendations
to Cabinet which approved the following for immediate implementation:
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Increase recruitment of international students.
Offer degree programs at off-campus locations.
Optimize the use of space in existing facilities by scheduling classes/activities during
evenings and weekends.
Establish selected graduate degree programs delivered substantially or entirely on-line.
Also, as the SPSC and other campus teams developed specific outcomes for the Plan’s objectives,
Fiscal Sub-Group members provided advice about and confirmation of implementation costs. And with
the assistance of an external consultant, a financial analysis tool was created to help the University test the
impact of various revenue and expense scenarios on the institution’s fiscal health. Based on data from
previous years, the model appears to offer reasonable projections. Refinements to the financial
projections tool will continue.
See Appendix D for a Fiscal Sub-Group membership roster and initial charge. A report of
potential revenue enhancement opportunities including the four adopted for implementation during Phase
1 of the Plan is shown under Appendix E.
IV.
Mission Statement
West Chester University, a member of the Pennsylvania State System of Higher Education, is a
public, regional, comprehensive institution committed to providing access and offering high-quality
undergraduate education, selected post-baccalaureate and graduate programs and a variety of educational
and cultural resources for its students, alumni, and citizens of southeastern Pennsylvania.
V.
Vision Statement
West Chester University is dedicated to academic excellence. University faculty and staff will
create a dynamic and supportive learning environment that prepares students for successful and rewarding
personal, professional and civic lives. Moreover, WCU is committed to partnering with other schools,
government, businesses and nonprofits to enhance economic development and the quality of life for all.
VI.
Values Statement
The West Chester University community strives to attract and retain a diverse student body and
faculty and staff to provide the highest quality academic experience for its students; to offer a productive
and supportive environment for its faculty, staff and students; and to act as a highly responsive and
engaged partner in its region, the nation, and the world. In so doing WCU is committed to upholding the
following values:
Academic Achievement
· Academic success and learning.
· Highest quality teaching, research, and scholarly activities.
· Intellectual and academic freedom.
· Integration of the classroom and practical experiences.
· Life-long learning.
Integrity
· Principles and practice of academic honesty.
· Honoring commitments.
· Abiding by professional standards and codes.
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Service
· Flexibility, creativity, and a positive attitude.
· Providing an attractive and secure campus where students, faculty and staff can do their best
work.
· Meeting the changing needs of our students, faculty, staff and community.
· Community service as an integral part of education and citizenship.
· Thinking and acting globally and locally and with regard to future generations.
Equity
·
·
·
·
·
·
Inherent worth of each person.
Inclusive and diverse learning environment.
Equity in access to education.
Diversity of opinion and perspective.
Compassion and respect for the members of the university and broader community.
Positive attitude, honesty, respect, and civility in addressing challenges and opportunities.
Collaboration
· Open, honest, and respectful communication.
· Participation by all university stakeholders.
· Collaboration both within and beyond the university.
Stewardship
· Responsible distributed leadership within a framework of institutional priorities.1
· Environmentally sustainable practices.
· Fiscal responsibility and efficiency
· Fair Use and the protection of intellectual property.
Creativity and Innovation
· New knowledge and new forms of artistic expression.
· Transformation of new and imaginative ideas into reality.
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Distributed leadership was an important feature of the Plan for Excellence, WCU’s previous strategic plan. It
acknowledges that each employee is responsible and accountable for leadership within his or her area and
encourages the expertise and creative problem-solving vital to the University’s success. With distributed leadership,
academic departments and programs have substantial decision-making authority over annually allocated budget
funds, and each academic entity is empowered to make informed decisions about the best use of allocated resources.
Distributed leadership has been practiced across the University’s divisions. However, the Evaluation Overview in the
Middle States Evaluation Team Report (March, 2011) acknowledges a continuing difficulty related to budgeting:
One issue referenced repeatedly in the self-study is “distributed leadership and decentralized budgeting,” which
has placed decision-making authority and campus budgeting at the program level. When applied during years of
strong state budgets, this approach was highly successful. However, recent budget reductions have exposed
difficulties in adequately addressing critical university goals that cut across numerous units. The campus has
begun to address this problem, and additional adjustments will be needed to reach a workable balance.
The intention of this stewardship value is to preserve flexibility and independence while acknowledging the need to
redesign the funding allocation process in light of overall institutional and budgetary priorities.
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VII.
The Process: Identifying Phase 1 Priorities
Once the Strategic Planning Steering Committee (SPSC) completed the draft Plan’s goals and
objectives and revised Vision and Values Statements (spring 2012), the planning document was reviewed
by President’s Cabinet. Cabinet provided further feedback regarding priorities and commissioned five
Theme Teams comprised of faculty, administration, and staff – one Team for each of the five Plan themes
recommended by SPSC – to develop specific outcomes for the selected objectives (see Appendix F for a
roster of each Theme Team). And in recognition that not all Plan objectives and outcomes could be
achieved simultaneously, the Teams were asked to assign the objectives and outcome measures to one of
three Plan Phases: 2013-14 through 2015-16, 2016-17 through 2018-19, and 2019-20 through 2022-23.
As this process unfolded, the Theme Teams focused their attention on identifying Phase 1 objectives and
outcomes. Cabinet also noted that emphasis should be given to outcomes that help WCU meet
Pennsylvania State System of Higher Education performance measures (see Appendix G). The Theme
Teams submitted their recommendations, including projected budgets and departments/offices responsible
for implementation, to Cabinet in December 2012. It is important to note that the resource needs
identified by the Teams were estimates. Funding in support of Phase 1 outcomes will depend upon the
availability of resources as determined by the budget allocation process.
During January and February of 2013, Cabinet prioritized the Theme Teams’ recommended
objectives and outcomes and shared the new draft of the Plan’s Phase 1 with the campus community.
Input was sought through the Strategic Planning website as well as a Town Hall discussion and meetings
with Faculty Senate and the APSCUF Executive Committee. Based on responses from campus
constituencies, Cabinet invited the combined SPSC and Theme Teams to consider the additional feedback
and create a final version of the Phase 1 goals, objectives, and outcomes. That final draft was completed
in June 2013 and approved by Cabinet in July 2013.
VIII. Plan Review and the Assessment and Development/Assignment of Goals and
Outcomes for Future Phases
The outcome measures outlined in this document are the initial set for the Plan’s first phase
(2013-14 through 2015-16). It is anticipated that additional outcome measures will be developed and
incorporated annually. To that end, a Strategic Plan Assessment & Advocacy Committee will be
appointed by the President to perform the following functions:



Monitor the University’s progress toward completion of Phase 1 outcomes.
Recommend new or revised objectives and outcomes based on results and changing
circumstances.
Report annually to Cabinet and the University community the results of their evaluation
as well as recommendations for the next year.
The Committee’s charge is included under Appendix H.
In the third year of the Plan’s first phase (2015-16), the Strategic Planning Steering Committee
and the Theme Teams will be reconvened to recommend the Plan’s Phase 2 objectives and outcomes
(2016-17 through 2018-19). A similar process will be used to develop the objectives and outcomes for
the Plan’s third and final phase (2019-20 through 2022-23).
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IX.
Building on Excellence Themes, Goals & Objectives
A. Strategic Plan Model
As an academic institution of higher learning, education is WCU’s primary purpose. This
fundamental goal is supported by five themes: Academics, Enrichment, Sustainability, Diversity, and
Engagement. A graphic representation of this model is displayed below.
Education for success requires that the university support students’ personal, professional and civic
growth in ways that meet the demands of the 21st century while honoring the perennial value of the liberal
arts.
B. Initial Strategic Plan Goals and Objectives
As noted previously, the SPSC completed the initial set of strategic plan goals and objectives in
the spring of 2012. These were subsequently endorsed by the Cabinet and shared with the campus
community. Organized under each of the five themes, these goals and objectives set the University’s
direction for the decade ahead and guided the work of the Theme Teams and Cabinet as they established
priorities for the Plan’s first phase (see page 15).
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ACADEMICS
West Chester University is dedicated to excellent academic programs and supporting and developing
an academic environment that ensures student success.
Academics Goal 1: Assure Student Learning and Academic Excellence
To preserve and enhance the university’s focus on student learning and academic excellence WCU
will pursue the following objectives:
1.1.
Strengthen the assessment of student learning outcomes and resultant programmatic changes.
1.2.
Assess, refine and strengthen the General Education program to assure that all undergraduate
degree programs have a strong liberal arts foundation that addresses the needs of students in a
technologically advancing society.
1.3.
Strengthen and develop academic programs which have proven effective or for which there is
projected demand.
1.4.
Advance research, scholarly and creative activities.
1.5.
Improve the quality of academic advising.
1.6.
Increase retention and graduation rates based on goals established as part of the
Pennsylvania State System of Higher Education’s Performance Standards.
Academics Goal 2: Strengthen the Academic Environment
To provide an environment that encourages learning and student success WCU will pursue the
following objectives:
2.1. Encourage academic environments that promote understanding and infuse diversity across the
curriculum.
2.2. Provide faculty, staff and students with formal and informal opportunities to share experiences,
discuss research interests and the future of the university.
2.3. Maintain a high standard of academic integrity.
2.4. Facilitate WCU students’ global understanding through an increase in the number of
international students enrolled and growth in international opportunities such as study-abroad
programs, faculty and students exchanges, and research.
2.5. Enhance the academic experience through activities such as academic conferences, speakers,
service learning and co-curricular activities.
Academics Goal 3: Expand Academic Opportunities
To provide greater access to academic programs WCU will pursue the following objectives:
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3.1.
Develop and strengthen the university’s distance education program and advance plans for
developing and marketing online courses and programs.
3.2.
Promote the development of alternative program delivery models including weekend and
evening classes.
3.3.
Establish opportunities for students to benefit from a WCU education through programs
offered at off-site locations and in collaboration with other organizations including community
colleges.
3.4.
Strengthen and expand graduate programs for which there is projected market demand,
including applied doctorates.
3.5.
Encourage and support interdisciplinary collaborations and programs.
3.6.
Develop non-credit personal and professional program offerings.
Academics Goal 4: Support Teaching Excellence
In order to strengthen pedagogy, technology, and facilities in support of teaching excellence WCU
will pursue the following objectives:
4.1. Enhance learning by using and assessing new and traditional pedagogical methods.
4.2. Provide, in consultation with faculty and students, quality facilities for teaching and learning.
4.3. Expand the use of technology which enhances teaching and learning.
4.4. Encourage and provide support for the use of Universal Design to evaluate and upgrade
facilities, technology and pedagogy. Universal Design is a model for developing products and
environments to be usable by everyone, to the greatest extent possible, without the need for
adaptive or specialized design.
ENRICHMENT
WCU provides a number of programs and activities that enhance the campus’s quality of life as well
as that of the region, nation and world. These activities are central to the University’s educational
mission, providing students with experiences that expand and shape their understanding of the world.
Enrichment includes artistic, athletic, cultural and co-curricular events and activities that reinforce
learning and engagement. WCU is positioned to expand its enrichment activities in ways that
increase its visibility, improve its academic programs and strengthen its community impact.
Enrichment Goal 1: Support Student Personal, Professional and Civic Development
In order to develop productive and contributing citizens and to support each student’s personal and
professional development WCU will pursue the following objectives:
1.1. Encourage internships, practicums, student leadership training and other programs that provide
students with practical experience and prepare them for active citizenship.
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1.2. Promote student acquisition of the knowledge and skills required to effectively manage their
lives and careers, e.g. personal finance, career planning and conflict management.
1.3. Deliver services that complement academic offerings and foster student personal, professional
and civic development.
Enrichment Goal 2: Better Integrate Enrichment into WCU’s Academic and Community Programs
and Activities
Integrating and promoting enrichment activities strengthens the University’s academic life and
campus and regional quality of life. To create this type of integrated programming WCU will pursue
the following objectives:
2.1. Encourage the incorporation of enrichment activities into academic programs.
2.2. Continue to build relationships with the community and region to sustain and strengthen
WCU’s enrichment activities.
2.3. Continue to improve the visibility and reputation of all WCU enrichment activities on campus
and the surrounding community.
2.4. Develop an entrepreneurial approach to WCU’s enrichment activities in order to enhance
university revenues.
SUSTAINABIILITY
WCU has adopted a broad definition of sustainability which emphasizes the importance of
appropriate growth and development and integrates environmental, social and economic
opportunities. Thus, the University aspires to leadership in nurturing a culture that views
sustainability as integral to education and research, operations and design, fiscal management,
campus health and safety, and institutional vitality and effectiveness over the long term.
Sustainability Goal 1: Promote sustainability through training, curricula, co-curricular
programming, research, and outreach
Continuing existing sustainability initiatives while launching new educational and operational
programs will move WCU closer to achieving its commitment to sustainability. To meet this goal
WCU will pursue the following objectives:
1.1. Encourage and provide support for the creation and implementation of academic courses,
curricula, and programs that address the integrated facets of sustainability: society, economy
and the environment.
1.2. Support the pursuit of extramural funding for sustainability research.
1.3. Develop institutional partnerships with business, government and nonprofits that address
critical sustainability issues.
1.4. Continue to develop up-to-date information technology through an integrated planning process.
1.5. Use the Sustainability Climate Action Plan to set short- and long-term goals.
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Sustainability Goal 2: Develop and Manage Financial and Physical Resources Sustainably
WCU’s long-term viability depends on increasing its financial resources and allocating them
effectively. At the same time, the University must provide sustainable facilities that enable students,
faculty and staff to do their best work. To achieve this goal, WCU will pursue the following
objectives:
2.1. Adopt continuous improvement practices that reduce costs and result in effective operations.
2.2. Increase and diversify the University’s financial resource base through fundraising, grants and
contracts, and entrepreneurial activities.
2.3. Incorporate sustainability as a fundamental component in WCU’s facilities planning.
2.4. Continue to work with PASSHE and the state legislature to amend and eliminate regulations
that hamper institutional efficiency and effectiveness.
Sustainability Goal 3: Develop Enrollment to sustain Long-Term Institutional Viability and Quality
Recognizing the declining role of state resources in maintaining institutional viability, WCU must
rely increasingly on enrollment revenues to advance its mission and provide financial flexibility. In
order to ensure that the University has sufficient enrollment to achieve its goals while maintaining the
quality of its programs WCU will pursue the following objectives:
3.1. Develop and implement an enrollment management plan that focuses on growth strategies to
overcome the loss of state revenues.
3.2. Expand recruiting efforts beyond WCU’s traditional markets.
Sustainability Goal 4: Preserve, promote and cultivate the health, safety and vitality of the
University over the long-term
Continued academic and operational success and achievement are tied to an environment that
promotes and supports professional development, positive personal health behaviors and the
community’s overall health and safety. In order to address these issues WCU will pursue the
following objectives:
4.1. Maintain the safety and security of the all members of the university community.
4.2. Promote quality of life and healthy development, choices, and environments as an integral part
of campus life and academics, and support positive physical, mental and social health messages
and behaviors for students, faculty and staff.
4.3. Strengthen faculty and staff development programs.
4.4. Maintain and strengthen institutional effectiveness.
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DIVERSITY
West Chester University recognizes that each individual member of our community brings a unique
and diverse combination of background, experiences, and perspectives and we value the contributions
of each individual to our collective diversity. All aspects of diversity are embraced including but not
limited to race, religion, sex, gender, national origin, ancestry, age, sexual orientation, disability,
veterans’ and socio-economic status. As a public University which promotes academic excellence
and emphasizes global education, WCU is committed to providing educational and employment
opportunities to previously excluded, disadvantaged, challenged and marginalized populations. We
therefore renew our commitment to recruit and retain a diverse community of students, staff, faculty,
and administrators, and to provide a campus climate that is nurturing to all.
Diversity Goal 1: Diversity, Inclusion and Academic Excellence Council
Create a Council for Diversity, Inclusion, and Academic Excellence to assess the University’s
progress toward its diversity and inclusion goals and develop a plan to advance its progress in these
areas and to improve campus climate.
1.1. The Council for Diversity, Inclusion, and Academic Excellence will provide campus-wide
leadership in integrating diversity into all aspects of university life and in maximizing the
visibility and support of diverse faculty, staff, administration and students as an integral part of
academic performance and excellence.
Diversity Goal 2: Support Diversity on Campus
Recognizing the importance of diversity to the academic life and sustainability of the University,
WCU will pursue the following objectives:
2.1. Continue to provide and strengthen support for offices and committees that serve diverse and
marginalized populations on campus by providing resources and opportunities for both
individual and collaborative activities.
2.2. Continue to create and implement cultural awareness programs for faculty, staff and students
which incorporate the needs and experiences of the diverse groups that make up the WCU
community and to provide programs that will improve the campus climate as well as enhance
the experience of all faculty, staff and students.
2.3. Continue to support and expand programs for WCU students, faculty and staff to participate in
global literacy, international education and cultural exchange.
Diversity Goal 3: Continue to Actively Recruit and Retain Diverse Faculty and Staff
A diverse faculty and staff reflect the demographics that WCU serves and contribute directly to
student success, academic excellence and institutional sustainability. In order to maintain and
develop these key groups the University will pursue the following objectives:
3.1. Foster awareness that institutional cultural diversity is the responsibility of all WCU faculty and
staff.
3.2. Continue to apply proven and new strategies to recruit and retain a diverse faculty, staff, and
administration.
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Diversity Goal 4: Continue to Recruit, Retain and Support Diverse Students
WCU actively recruits a diverse student body. Its commitment to these students will be continued
and enhanced to assure their success. To achieve this goal WCU will pursue the following objectives:
4.1. Continue to apply proven and new strategies to recruit and retain a diverse community of
students.
4.2. Enhance collaborations with community colleges, historically black colleges and universities,
school districts, and international communities to recruit and support students from these
communities and to establish collaborative programming.
ENGAGEMENT
WCU will be a leader in community engagement building mutually-beneficial relationships with
external stakeholders locally and globally. These collaborations will extend the University’s impact
within its home region and across the world, attract new resources to advance learning and
community well-being and focus campus talent on the pursuit of the public good.
Engagement Goal 1: Strengthen Academic, Co-curricular and Support Programs through
Partnerships that Promote Learning, Outreach and Service
In order to bring more resources and talent to its academic programs WCU will pursue the following
objectives:
1.1. Strengthen the understanding of engagement and its impact on student learning and academic
excellence.
1.2. Provide opportunities for faculty development and support through external partnerships.
1.3. Encourage and provide support for expanded field-based and service learning opportunities.
1.4. Provide a single point of contact for external stakeholders seeking University expertise and
promotion of University services to external stakeholders.
1.5. Use technology to centralize information so students, faculty and staff can readily access
engagement opportunities.
1.6. Develop assessment tools to evaluate the effectiveness of engagement efforts.
1.7. Prepare students to be global citizens.
Engagement Goal 2: Increase Institutional Visibility and Reputation
To create a shared image of excellence that connects individuals to the University WCU will pursue
the following objectives:
2.1. Strengthen WCU’s regional, national and international visibility and reputation.
2.2. Strengthen the appreciation of WCU’s excellence and accomplishments within the University
community.
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2.3. Develop and improve WCU facilities and grounds in ways that build a sense of community.
2.4. Recognize faculty, staff and students who engage in meaningful service learning activities
and/or volunteer programs.
Engagement Goal 3: Expand Local Community Involvement
To strengthen the University’s ties with its home communities WCU will pursue the following
objectives:
3.1. Pursue partnerships with West Chester Borough, surrounding Townships, and the region
promoting shared goals and visions.
3.2. Improve community involvement in WCU programs and events.
3.3. Encourage faculty research and outreach in service to local communities and schools.
3.4. Convene stakeholders to address local, national and international issues.
Engagement Goal 4: Increase Alumni Outreach and Partnerships
To increase the number of engaged alumni WCU will pursue the following objectives:
4.1. Expand alumni communication, programming and outreach efforts to connect WCU students
with new opportunities for engagement and build relationships between alumni and their alma
mater.
4.2. Increase the number of alumni actively engaged in educational and other campus activities.
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X.
Phase 1 Institutional Plan Priorities (2013-14 through 2015-16): Goals,
Objectives, and Outcomes
Following preparation of the preceding goals and objectives (spring 2012), Cabinet charged the
five Theme Teams with developing specific outcomes for the recommended Phase 1 priorities (to be
accomplished by 2015-16). The Theme Teams submitted their recommendations, along with projected
budgets and the departments/offices responsible for implementation, to Cabinet in December 2012.
Cabinet reviewed those recommendations and shared the revised Phase 1 priorities and outcomes with the
campus community in February 2013. Numerous suggestions were received and the Cabinet
commissioned the Strategic Planning Steering Committee (SPSC) and Theme Teams to review these
recommendations including changes to some goals and objectives as well as the addition of goals and
objectives including some previously deferred to later phases.
The following final Phase 1 goals, objectives, and outcomes were completed in June 2013 and
approved by Cabinet in July 2013. The overall plan was adopted by the WCU Council of Trustees on
September 26, 2013. Please note that the objectives included in Phase 1 retain the same identifying
numbers as in the initial listing of goals and objectives (see pages 8 through 14). New objectives are
identified as such. Also, the outcomes presented are not exclusive. Other outcomes may be added as
divisional and departmental responses to the Plan evolve. In addition, as Plan implementation unfolds,
input will be sought from the campus community regarding additional objectives and outcomes as well as
priorities for phases 2 and 3 of the Plan. To that end, and as described on page 6, the Strategic Planning
Steering Committee and the Theme Teams will be reconvened in the third year of the Plan’s first phase
(2015-16) to recommend Phase 2 objectives and outcome measures (2016-17 through 2018-19). A
similar process will be used to develop the objectives and outcome measures for the Plan’s third and final
phase (2019-20 through 2021-22).
ACADEMICS THEME
West Chester University is dedicated to excellent academic programs, while supporting and
developing an academic environment that ensures student success.
Academics Goal 1: Assure Student Learning and Academic Excellence
The outstanding reputation that West Chester University now enjoys is built upon its long and solid
commitment to excellent academic programming and student success. In the spirit of the teacherscholar model, WCU will continue to provide excellent academic programs and support an academic
environment that ensures student success, with particular focus on the paramount faculty-student
interaction upon which this success depends. As the University responds to a rapidly changing
environment and its call to increase access and capacity, its students, faculty and staff will remain
committed to the highest standard of academic quality possible.
1.0. NEW OBJECTIVE: Engage the WCU Academic Community in Academic Planning at the
undergraduate and graduate levels.
A. Outcomes: Communicate academic planning processes through established resources, such
as the weekly Academic Affairs newsletter, as well as periodic meetings or reports to
campus constituencies (CAPC, APSCUF, AFSCME, Faculty Senate, etc.).
1.1. Strengthen and support the Assurance of Student Learning (ASL) outcomes and the use of
assessment results to ensure high-quality academic programming.
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Commit to retaining institutional and programmatic quality through a sustained, organized,
systematic and carefully planned approach to assessing student learning outcomes.
A. Identify and provide structures necessary for faculty, staff and students to successfully
implement this carefully planned approach to the assessment of student learning outcomes.
Outcomes: By July 2014, survey all academic programs to ascertain where their ASL
structures stand and what impedes their progress. In 2014-15, develop and implement ASL
infrastructure for each unit, including training, release time or dual compensation, staff
assistance for the gathering and maintenance of assessment materials and means of
communicating assessment results to faculty and students.
B. Identify and provide resources (including time) to support new models of teaching and
learning developed through assessment of student learning outcomes.
Outcome: In 2014-15, the committee will provide at least two workshops directly related to
ASL results or the ASL process as it affects teaching and learning.
C. Academic Affairs and Student Affairs will partner in substantive ways to complement and
coordinate high-impact learning activities like service learning, internships, practicums,
leadership development, professionalism and civic engagement.
Outcome: Starting in 2014, this integrated learning will be assessed on a regular basis to
ensure the success of and access to these opportunities.
1.2. Ensure that the General Education Program provides the cornerstone to a high-quality
education.
Develop an outcomes-based curriculum that will provide students with a strong liberal arts
foundation as well as prepare them for citizenship in a technologically advancing global
society.
A. Outcome: Engage the campus community in reviewing General Education goals, courses,
assessment methods, coherence and transparency.
B. Outcome: Implement a new General Education curriculum effective for first-year students
in fall 2017.
1.3. Strengthen and develop academic programs which have proven effective or for which there is
projected demand.
Deferred as a priority to a later Plan implementation phase.
1.4. Advance research, scholarly and creative activities.
Provide support for a curriculum inspired and informed by research-active faculty. Support
faculty-guided graduate and undergraduate research to increase retention and to enhance
students’ skills, abilities and experience.
 Increase the number of undergraduate and graduate students who perform faculty-guided
research and creative activities.
 Increase minority student participation in faculty-guided research artistic endeavors.
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 Identify and mitigate problems at all levels that interfere with the ability of faculty to be
successful at developing research and scholarly activities.
 Increase resources, including reassigned time, to support faculty research.
A. Outcome: In 2014-15, determine benchmarks for both groups [overall and UnderRepresented Minorities (URMs)], broken down by college and program in order to
determine the amount of such activity as well as centers of excellence.
B. Outcome: In 2015-16, coordinate with the Office of Sponsored Research and WCU
Foundation to develop resources to support new faculty/student research areas and enable
faculty in underrepresented areas to develop new models in their fields. By 2015-16, increase
base numbers by 10% campus-wide, with another 10% increase following in 2016-17.
Support increasing the number and quality of scholarly and creative research projects
completed by students with faculty members. Evidence that this goal is being supported and
accomplished will be measured by the following indicators:
C. Outcome: From 2015 there will be a monetary increase in support of faculty-student
research and creative activities by a rate of 2% per year over 2012-13 levels.
D. Outcome: From 2015 there will be an increase of at least 5% in the percentage of senior
students who report on the National Survey of Student Engagement (NSSE) that they have
completed scholarly or creative research projects with faculty members (baseline 2012-13).
1.5.
Ensure that advising at WCU is of the same high-quality as its academic programs.
A. Outcome: Create an Advising Task Force that will engage collaboratively with
administration, APSCUF local leadership, faculty and students in order to, first, define
what “good advising” will be at WCU, and, second, to establish advising outcomes that will
result in a high-quality WCU Advising Program.
In 2014-15, administer and analyze the results of such instruments as the UAAC Academic
Advising Survey, The National Survey of Student Engagement (NSSE), and the Faculty
Survey of Student Engagement. Use the results to establish agreed upon faculty and
student outcomes for advising with the goal of increasing all measures of advising
effectiveness (including direct and indirect assessments). Also, use data from these surveys
and other sources (including petitions, exceptions to policy, probation and time to degree
data) to inform the advising process and identify potential support structures.
B. Outcome: By 2014-15, create and pilot an advising instrument that will guide faculty and
students in advising effectiveness.
C. Outcome: Implement recommended changes to the current advising structure by the end of
2014-15.
D. Outcome: In tandem with the above measures, identify specific advising needs of transfer
students, and develop a specific transfer advising plan by end of 2014-15.
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1.6. Ensure that retention and graduation rates are similar for all demographic groups, and that they
meet the Pennsylvania State System of Higher Education Performance goals.
A. Outcome: Develop and implement processes to ensure timely graduation rates for both
native and transfer students.
B. Outcome: Increase participation in the Early Alert program to encompass all General
Education courses by the end of 2013/14.
C. Outcome: Increase the four-year graduation rate for transfer students by 10% by end of 201415.
D. Outcome: Increase the number of students participating in the On-Time to Graduate effort
by 20% each year (2013-14 and 2014-15).
E. Outcome: Implement recommendations of the Center for Urban Education Equity
Scorecard (ongoing, to be completed by January 2014).
Academics Goal 2: Strengthen the Academic Environment
WCU will endeavor to become a nationally known public institution that encourages high-quality
innovative learning and student success, including preparing students to be citizens of the state and of
the world (General Education statement, WCU catalog). In the pursuit of strengthening WCU’s
academic environment, the following objectives will be achieved:
2.1. WCU will be nationally recognized for its methods of creating, identifying and improving the
teaching-learning process. In doing so, WCU will accomplish the following tasks:
A. WCU will transform itself into an institution whose organizational structures are
strategically arranged so as to facilitate excellence in teaching and learning, with the goal of
identifying current successes and recommendations for improvement in this area by the end
of 2013-14.
Outcomes: By the end of 2013-14, the Office of the Provost, in consultation with the
faculty, will generate a report on the appropriate alignment of academic units (i.e. colleges)
with regard to ensuring student success. By the end of 2013-14, the Office of the Vice
President for Student Affairs will generate a report on the appropriate alignment of its units
with regard to supporting learning and student success. Approved recommendations of
both reports will be implemented by end of 2015-16.
B. A Center for Teaching and Learning Excellence will be created and resourced to support
high impact teaching and learning practices such as faculty-led undergraduate research,
service learning, internships and other types of experiential and prior learning.
Outcomes: The Center for Teaching and Learning Excellence will be organizationally
operational and have dedicated space on campus by end of 2015-16.
C. WCU will be a leader in broadly defining and emphasizing what it means to be a diverse
University (broadly defined includes such characteristics as: race, class, gender, sexual
orientation).
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Outcomes: The Diversity Coordinating and Recognition Committee will be established by the
end of 2014-15 and have responsibility for organizing the implementation and evaluation of
the diversity infusion model and for recognizing faculty and staff achievements in advancing
diversity in the teaching-learning process. The Diversity Coordinating and Recognition
Committee will work with existing groups (i.e. CAPC, APSCUF, etc.) to identify and
implement a diversity infusion model that uses a comprehensive understanding of teachinglearning (Faculty Development, Pedagogy, Curriculum, and Student Centeredness) to create
an evidence-based model for increasing and sustaining diversity awareness and understanding
through the teaching-learning process by end of 2015-16.
2.2. Provide faculty, staff and students with formal and informal opportunities to share experiences,
discuss research interests and the future of the university.
Deferred as a priority to a later Plan implementation phase.
2.3. Maintain a high standard of academic integrity.
Deferred as a priority to a later Plan implementation phase.
2.4. WCU will provide its students with high-quality international experiences both at the institution
and abroad.
Graduates will be recognized for having a sophisticated understanding of global citizenship and
the ability to successfully navigate an increasingly interconnected world, with special emphasis
on social, political and economic systems. Moreover, WCU will continue to emphasize its
commitment to both trans-cultural literacy and cultural competency. In pursuit of these
objectives, WCU will accomplish the following tasks:
A. Enhance the University’s global standing by seeking out opportunities for students around
the world to benefit from WCU’s high-quality education.
Outcome: The Center for International Programs will increase the number of enrolled
international students to 192 by the end of 2015-16 (State System performance measure).
B. In consultation with the Office of the Provost, the Center for International Programs will
evaluate the University’s student support services for international students with the
objective of becoming known worldwide for the supportive and inclusive academic
environment WCU offers to students from across the globe.
Outcome: The Office of the Provost and the Center for International Programs will provide
a comprehensive evaluation and set of recommendations, targets and goals by the end of
2015-16 for implementation in 2016-17.
C. The Center for International Programs will establish a process for benchmarking its
processes and performance within the context of becoming a leader among public
institutions. Such benchmarking will include the number of international opportunities
such as student and faculty exchanges, research, internships and study abroad.
Outcome: The Center for International Programs will benchmark its processes and
performance and generate targets and goals by the end of 2014-15 for implementation in
2015-16.
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D. The University will establish a strong English as a Second Language (ESL) Program that
both prepares and supports students to successfully complete undergraduate and graduate
academic programs at WCU with the goal of annually increasing the number of students
enrolled in 2013-14, 2014-15 and 2015-16.
Outcomes: An evaluation of the ESL program will be conducted by the end of 2014-15
(including instructional effectiveness, student success and enrollment projections).
2.5. Enhance the academic experience through activities such as academic conferences, speakers,
service learning and co-curricular activities.
Deferred as a priority to a later Plan implementation Phase.
Academics Goal 3: Expand Academic Opportunities to provide greater access to WCU’s academic
programs.
West Chester University’s access mission remains central to its strategic vision for the future. In
order to assure greater access, the University will enhance its educational offerings by providing
courses in more times, places, and modalities, expanding those programs for which there is a clear
demand in the region.
3.1.
Develop a comprehensive plan to strengthen the University’s distance education (DE) programs
with the goal of increasing access while ensuring a high-quality educational experience.
A. Outcome: Provide resources to ensure that support services (library, counseling, advising,
registrar/bursar, technology support) for distance education programs and courses offer an
educational experience that is comparable to the high-quality experience students receive
on campus.
B. Outcome: Increase the distance education (DE) student headcount by 150% by the end of
2015-16.
C. Outcomes: Increase DE enrollments to at least 510 students by the fall 2015 enrollment
snapshot (2015- 16) OR increase DE enrollments to at least 5% of the student population taking
at least one DE course in fall 2016.
D. Outcome: Ensure that the student learning outcomes for DE students match or exceed those
for traditional on-campus students.
E. Outcome: Increase the number of revised and new DE courses taught by 25% in 2013-14,
50% in 2014-15 and 100% in 2015-16, incorporating ongoing assessment of student learning
outcomes to ensure quality and comparability.
F. Outcome: Develop a method of assessing the impact of growing student access through DE
offerings.
3.2. Promote the development of alternative program delivery models including weekend and evening
classes.
Deferred as a priority to a later Plan implementation phase.
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3.3. Establish opportunities for students to benefit from a WCU education through programs offered
at off-site locations and in collaboration with other organizations including community
colleges.
A. Outcomes: Establish a new division with Cabinet level leadership that will focus on the
development of off-site locations and collaborations that will provide additional capacity
and better access to the high-quality education that has established WCU’s excellent
reputation, and to ensure a commitment to high-quality as access to WCU is increased.
B. Outcome: Develop a feasibility/impact study regarding co-located programs at regional
community colleges and/or regional branch campus by the end of 2013-14 that ensures that
West Chester has the capability to expand and assesses the faculty complement needed for
such expansion in order to ensure comparability of programs and program quality
C. Outcome: Provide resources to ensure that support services (e.g., library, counseling,
advising, registrar/bursar, technology support) for off-site and co-located programs offer an
educational experience that is comparable to the experience students receive on the main
campus.
D. Outcome: Develop an assessment plan that will ensure high academic quality and strong
student learning outcomes from students participating in programs that are co-located and
offered offsite.
E. Outcome: Pilot the enrollment of 500 students at co-located programs and/or regional
branch campus (e.g. Philadelphia site) by the end of 2015-16.
3.4.
Strengthen and strategically grow graduate education at WCU.
A. Outcomes: Strategically enhance graduate education with the development of high-quality
graduate programs that meet regional needs, including the possibility of some applied
doctorates, achieving program approval for a small subset of programs by 2013-14.
B. Outcomes: Identify resources to ensure support for graduate assistantships, graduate
coordinators and graduate faculty, including support for assessment and evaluation.
3.5. Encourage and support interdisciplinary collaborations and programs.
Deferred as a priority to a later Plan implementation phase.
3.6. Develop non-credit personal and professional program offerings.
Deferred as a priority to a later Plan implementation phase.
3.7. NEW OBJECTIVE: Expand Access to WCU education by recruiting, retaining and
graduating non-traditional age/adult learners.
A. Outcome: Identify resources to enhance the educational experiences of veterans and other
returning students.
B. Outcome: Investigate methods of assessing and awarding credit for prior learning.
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C. Outcomes: Pilot alternative delivery models (e.g. weekend classes) that are likely to better
meet the needs of returning students, expanding the number of weekend classes by 50% by
2015-16 and evaluating the impact of that increase.
Academics Goal 4: Support Teaching Excellence
Vital to maintaining and building upon the academic excellence of WCU is the need to embrace
emerging pedagogically-beneficial technology, provide appropriate formal and informal spaces in
which to teach and learn and develop the support services needed to make the best use of the
educational tools and environment underpinning student success. WCU will, therefore, pursue the
following objectives regarding technology, facilities, and support staff in order to ensure a
pedagogically outstanding environment as measured by student learning.
4.1. Enhance learning by using and assessing new and traditional pedagogical methods.
Deferred as a priority to a later Plan implementation phase.
4.2.
Provide, in consultation with faculty and students, quality facilities, technology, and support
staff to positively impact formal and informal teaching and learning.
A. Outcome: By the end of 2015-16 establish a comprehensive plan that ensures all permanent
faculty members have individual offices and appropriate facilities in which to work with
students, pursue scholarship, and carry out their faculty duties.
B. Outcome: Increase in consultation with faculty and students the availability of classroom
space which supports innovative teaching equipped with appropriate technology.
C. Outcome: As new buildings are erected and existing spaces renovated, emphasis will be
placed on creating gathering areas for students with the intention of providing at least one
such space for each department.
4.3. Expand the use of technology which enhances teaching and learning.
Deferred as a priority to a later Plan implementation phase.
4.4. Encourage and provide support for the use of Universal Design to evaluate and upgrade
facilities, technology and pedagogy. Universal Design is a model for developing products and
environments to be usable by everyone, to the greatest extent possible, without the need for
adaptive or specialized design.
Deferred as a priority to a later Plan implementation phase.
ENRICHMENT THEME
WCU provides a number of programs and activities that enhance the campus’s quality of campus life
as well as that of the region, nation and world. These activities are central to the University’s
educational mission, providing the campus community with experiences that expand and shape their
understanding of the global society. Enrichment includes artistic, athletic, and volunteer programs,
co-curricular events and academic experiences such as service learning, internships and practicums
that reinforce learning and engagement. WCU is positioned to build on these existing programs and
expand its enrichment activities in ways that will engage students outside the classroom, foster
campus unity, improve academic programs and strengthen its impact in the community.
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Enrichment Goal 1: Support Student Personal, Professional and Civic Development
In order to develop productive and contributing citizens and to support each student’s personal and
professional development WCU will pursue the following objectives:
1.1. Promote the arts, athletics, and other co-curricular experiences by enhancing out-of-classroom
experiences, including but not limited to internships and practicums, and bolstering student
leadership training, service-learning opportunities and other “capstone experiences” to provide
all students with a holistic foundation that broadens academic excellence and prepares them for
active citizenship.
A. Outcome: Expand linkages and opportunities between all divisions and academic
disciplines to support and augment student, faculty and staff creative endeavors, including
but not limited to student research, service-learning, and other artistic and innovative
activities, in an effort to celebrate and amplify WCU’s cultural assets.
B. Outcomes: Create an Undergraduate minor/major in Leadership Studies through
collaboration of Student Affairs and Academic Affairs. Develop learning objectives,
develop a mechanism to recognize achievement of those objectives outside the classroom
and build in theory and practice. The Office of Student Leadership & Involvement, Honors
College, and ROTC could be early partners.
1.2. Promote student acquisition of the knowledge and skills required to effectively manage their
lives and careers, e.g. personal finance, career planning, and conflict management.
Deferred as a priority to a later Plan implementation phase.
1.3. Deliver services that complement academic offerings and foster student personal, professional
and civic development.
Deferred as a priority to a later Plan implementation phase.
Enrichment Goal 2: Better Integrate Enrichment into WCU’s Academic and Community Programs
and Activities
Integrating and promoting enrichment activities strengthens the academic life of the University and
campus and regional quality of life. To create this type of integrated programming WCU will pursue
the following objectives:
2.1. Encourage the incorporation of enrichment activities into academic programs.
Deferred as a priority to a later Plan implementation phase.
2.2. Continue to build relationships with the community and region to sustain and strengthen WCU’s
enrichment activities.
A. Outcome: Convene a committee of stakeholders (key current providers of enrichment
activities) to assess current methodologies of selection and structure of campus events and
explore ways and methods to enhance the offerings, delivery, and access to enrichment
activities. This exploration will include, but should not be limited to, sustainable uses of
technology and organizational models of developing and presenting enrichment activities in
order to provide a unified image for enrichment activities. Initial areas to explore might
include a centralized on-line box office (entry point) for all enrichment activities, the use of
streaming content that is not venue specific, and a study of how enrichment activities are
24
selected, scheduled, and organized for presentation to the community. By April 1, 2014,
the committee will report on its progress recommending the three most significant action
steps for 2014-15 in the areas of technological advancement, organizational efficiency, and
unification of access for the University’s enrichment activities.
2.3. Continue to improve the visibility and reputation of all WCU enrichment activities on campus
and in the surrounding community.
A. Outcome: West Chester University will collaborate with the general business community
in order to assist in building a healthy and vibrant regional economy. By creating dynamic
partnerships with the local and regional Chambers of Commerce, West Chester University
can use a knowledge-driven network of learning and training through a myriad of
assessable, convenient online methods, by delivering three-to-five meaningful “mini”
educational programs, available to all campus and external stakeholders on an annual basis.
2.4. Develop an entrepreneurial approach to WCU’s enrichment activities in order to enhance
university revenues.
Deferred as a priority to a later Plan implementation phase.
SUSTAINABILITY THEME
WCU has adopted a broad definition of sustainability which emphasizes the importance of
appropriate growth and development and integrates environmental, social and economic
opportunities. Thus, the University aspires to leadership in nurturing a culture that views
sustainability as integral to education and research, operations and design, fiscal management, human
capital, campus health and safety and institutional vitality and effectiveness over the long-term.
Sustainability Goal 1: Promote sustainability through training, curricula, research, and outreach in
so far as they address the integrated facets of sustainability: society, economy and the environment
Continuing existing sustainability initiatives while launching new educational and operational
programs will move WCU closer to achieving its commitment to sustainability. To meet this goal
WCU will pursue the following objectives:
1.1. Encourage and provide support for the creation and implementation of academic courses,
curricula and programs that address the integrated facets of sustainability: society, economy
and the environment.
Deferred as a priority to a later Plan implementation phase.
1.2. Support the pursuit of extramural funding for sustainability research.
Deferred as a priority to a later Plan implementation phase.
1.3. Develop institutional partnerships with business, government and nonprofits that address
critical sustainability issues.
A. Outcome: Increase the number of formal partnerships with the local community, including
school districts, government agencies, non-profit organizations, higher education
institutions and other entities to advance environmental sustainability within the
community.
25
1.4. Continue to develop up-to-date information technology through an integrated planning process.
Deferred as a priority to a later Plan implementation phase.
1.5. Use the Sustainability Climate Action Plan to set short- and long-term environmental goals.
WCU’s Climate Action Plan (CAP) seeks to make the University climate neutral by 2025 and
addresses the following: energy and buildings; transportation; purchasing; solid waste and
recycling; dining services; curriculum; co-curricular education; research; and public
engagement.
A. Outcome: Create and approve interim targets for goals and actions that will lead to climate
neutrality as defined by the Plan.
Sustainability Goal 2: Develop and Manage Financial, Human, and Physical Resources Sustainably
WCU’s long-term viability depends on increasing its human and financial resources and allocating
them effectively. At the same time, the University must provide sustainable facilities that enable
students, faculty and staff to do their best work. To achieve this goal, WCU will pursue the following
objectives:
2.1. Encourage stewardship by adopting continuous improvement practices that result in effective
operations and improved services.
A. Outcome: Have in place a performance based budget allocation model that supports and
reinforces the University’s mission and academic goals.
B. Outcome: Institute programs, in collaboration with local bargaining units, that encourage
broad-based employee ownership in continuous improvement processes that will improve
effectiveness and efficiency of University operations.
C. Outcome: Review existing organizational structures to ensure they are strategically aligned
to facilitate excellence in all areas of University operations and to support the University’s
mission.
2.2. Increase and diversify the University’s financial resource base through fundraising, grants and
contracts, and entrepreneurial activities.
A. Outcome: Raise at least 60 percent of the Becoming More Campaign goal by the end of
2014-15.
B. Outcome: Increase total annual gift income to $7 million by the end of 2016-17 (based on
Council for Aid to Education reporting standards).
C. Outcome: Complete Phase III of the WCU marketing campaign, with Phase IV planned by
the end of 2015-16. Both Phase III and Phase IV will continue the regional branding
campaign by focusing on promoting the overall quality of the University and of selected
programs.
D. Outcome: Institute programs and provide support conducive to increasing the number and
amount of WCU external contracts and grants, with an eventual target of $10 million
annually.
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2.3. Incorporate sustainability as a fundamental component in WCU’s Facilities planning.
A. Outcome: Design and construct all new buildings to a minimum of LEED silver standards
and achieve Energy-Star certification.
B. Outcome: Incorporate sustainability best practices in all physical plant improvements.
C. Outcome: Continue the commitment necessary to implement the planned geothermal
system.
2.4. Continue to work with PASSHE and the state legislature to amend and eliminate regulations
that hamper institutional efficiency and effectiveness.
Deferred as a priority to a later Plan implementation phase.
2.5. NEW OBJECTIVE: Renew the University’s long-term commitment to human capital
management through employee recruitment and development and through performance and
retention programs.
A. Outcome: Enhance the University’s reputation as an “Employer of Choice” inside the
organization and in the region – to be measured by a 10% reduction in unplanned turnover
and a reduction in failed searches in the first year – by embracing an Integrated Total
Rewards approach to recruitment and retention. (Integrated Total Rewards is an approach
that provides both financial and non-financial incentives, as well job flexibility, to enhance
the University’s value as an employer.)
B. Outcome: Improve organizational stability, reduce replacement costs and increase capacity
for success through development of a comprehensive workforce succession planning
program that will result in quality internal employees cross-trained to fill critical vacancies,
reduce the number and length of interim appointments that are not directed toward
employee development and increase the number of internal promotions.
C. Outcome: Integrate career planning and development of clear career tracks for all regular,
non-instructional employees.
D. Outcome: Deploy an “acceleration pool” model to expedite the development of employee
talent and leadership by participation of 100 employees in critical occupational areas. (The
“acceleration pool” system ensures that an organization will have executive talent needed
in the future by developing a group of high-potential candidates for undefined jobs at the
executive level.)
E. Outcome: Continue to provide and promote a wide variety of in-house employee
development programs, with the planned outcome to be a 10% increase in the use of such
programs.
Sustainability Goal 3: Establish Enrollment Levels to Sustain Long-Term Institutional Viability
and Quality
Effective and responsive enrollment management is critical both for generating necessary revenue
and for ensuring that the University provides high-quality instruction and commensurate resources to
deliver necessary support services for its students. To meet this goal, WCU will pursue the following
objectives:
27
3.1. Develop and implement a comprehensive enrollment management plan.
A. Outcome: Reach a headcount enrollment of 17,000 by the fall of 2016, with the majority of
the increase above the current enrollment level resulting from distance education and/or
off-site locations.
B. Outcome: Ensure that adequate funding is allocated to both the academic mission and
support functions to accommodate the increases in enrollment and to meet the needs of
students.
C. Outcome: Commit resources to ensure that required physical plant improvements keep pace
with enrollment growth.
3.2. Expand recruiting efforts beyond WCU’s traditional markets.
Deferred as a priority to a later Plan implementation phase.
Sustainability Goal 4: Preserve, promote, and cultivate the long-term health, safety and vitality of
the University.
Continued academic and operational success and achievement are tied to an environment that
promotes and supports professional development, positive personal health behaviors, and the
community’s overall health and safety. In order to address these issues WCU will pursue the
following objectives:
4.1. Become known as a university that provides an environment where all students and employees
feel secure and are able to perform their best work.
A. Outcomes: Review and implement recommendations that result from campus-wide analysis
of campus climate, civility, and safety, including related concerns, like sexual assault,
sexual harassment, and bullying (e.g. CCIT, President’s Commission on the Status of
Women, Campus Climate Survey, NSSE/BCSSE, etc.). Address the experiences and needs
of vulnerable campus populations, including women, staff, members of the LGBTQ
community, people of color, veterans, and non-traditional and transfer students.
B. Outcome: Ensure broad dissemination and awareness of resources and policies and
procedures regarding threat assessment, building safety, emergency responsiveness,
violence, assault, harassment, mental health.
4.2. Become known as a healthy university through promotion of quality of life and healthy
development, choices, and environments as integral parts of campus life and academics, and
support positive physical, mental and social health messages and behaviors for students, faculty
and staff.
A. Outcome: Each year, increase the number of students, faculty and staff engaged in activities
to enhance their positive social, physical, and mental well-being (as measured by the
student NSSE Survey and employee Healthy U program).
4.3. Strengthen faculty and staff development programs.
Deferred as a priority to a later Plan implementation phase.
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4.4. Maintain and strengthen institutional effectiveness.
Deferred as a priority to a later Plan implementation phase.
DIVERSITY THEME
West Chester University envisions a campus climate that is nurturing to all and seeks to attain
inclusion and equity in the treatment, support and achievement of its student, staff, faculty and
administrators. Each individual will be valued for bringing a unique and diverse combination of
background, experiences and perspectives and for the contributions they make to the University’s
collective diversity. All aspects of diversity are embraced including but not limited to: race, religion,
sex, gender, national origin, ancestry, age, sexual orientation, disability, veterans’ and socioeconomic status. As a public University which promotes academic excellence and emphasizes global
education, West Chester University is committed to providing educational and employment
opportunities to previously excluded, disadvantaged, challenged and marginalized populations.
Therefore, the University will recruit, retain and graduate diverse cohorts of students, as well as
recruit and retain a diverse community of employees to fulfill this commitment.2
REVISED GOAL: The following Goal 1 combines Goals 1 and 2 from the initial plan (see page 12).
The four objectives included in those original goals are combined into three objectives under Goal 1.
Diversity Goal 1: Promote and support diversity, inclusion, and equity on campus and among our
students to prepare them for life in a global society
The WCU community recognizes the importance of diversity to the University’s academic life and climate.
1.1. Establish a Council for Diversity, Inclusion, and Academic Excellence that will provide
campus-wide leadership in integrating diversity into all aspects of university life. The Council
will develop a plan to advance diversity, inclusion, and equity goals to improve campus climate
and make these an integral part of academic performance and excellence and will assess the
University’s progress in these areas.
A. Outcomes: By the end of 2015-16, the Council for Diversity, Inclusion and Academic
Excellence – comprised of representation from all campus constituencies and equity groups
– will prepare, provide to the campus and begin implementation of a plan to integrate
diversity into all aspects of University life.
1.2. Strengthen offices and committees that support diverse and historically marginalized populations.
A. Outcome: Provide resources and opportunities for both individual and collaborative
activities.
1.3. Promote trans-cultural literacy, cultural competency and international education and exchange
on campus throughout the University community, including alumni.
2
WCU recognizes that diversity, inclusion, and equity are evolving concepts and this document
represents our current plan for diversity on campus. It is understood that these efforts will be ongoing.
29
A. Outcome: Implement a comprehensive array of cultural programs to educate the larger
community on culturally diverse groups’ experiences and issues in a variety of approaches
and formats.
B. Outcome: Provide support to departments and faculty to infuse trans-cultural literacy and
cultural competency in the curriculum.
REVISED GOAL: The following Goal 2 combines Goals 3 and 4 from the initial plan (see pages 12-13).
The four objectives included in those original goals are combined into two objectives under Goal 2.
Diversity Goal 2: Recruit, retain, and promote inclusive excellence among a diverse community of
students, staff, faculty, and administrators
Student success, academic excellence and institutional sustainability require a diverse university
community that reflects the demographics of its external community.
2.1. Recruit and retain a diverse cadre of faculty, administrators and staff.
A. Outcome: Implement new and proven strategies to recruit and retain diverse faculty, staff
and administrators that reflect the demographics of the state of Pennsylvania by 2017-18
(current data indicates minority representation at 20.78% by 2018).
2.2. Recruit and retain diverse cohorts of students.
A. Outcome: Implement new and proven strategies to reduce by 30% the freshman and
transfer access gap, reduce by 50% the achievement gap, and improve by 50% the 6-year
graduation rate of under-represented minority students by the end of 2015-16.
B. Outcome: Increase the number of students who are veterans by 5% per year through 201516 and establish support services to promote success and integrate them into the campus
community.
C. Outcome: Increase to 192 the annual international student enrollment at WCU and establish
support mechanisms that promote their success and excellence by the end of 2015-16.
D. Outcome: Implement new and proven strategies to retain students from historically
marginalized groups, such as LGBTQA, students with disabilities, multicultural students
and other marginalized populations.
ENGAGEMENT THEME
WCU will be a leader in community engagement building mutually-beneficial relationships with
external stakeholders locally and globally. These collaborations will extend the University’s impact
within its home region and across the world, attract new resources to advance learning and
community well-being and focus campus talent on the pursuit of the public good.
Engagement Goal 1: Strengthen Academic, Co-curricular and Support Programs through
Partnerships that Promote Learning, Outreach and Service
30
1.1. Strengthen campus understanding of the meaning and value of external engagement and its
impact on student learning and academic excellence.
A. Outcome: Establish a campus-wide process for promoting awareness of the benefits of and
opportunities for external collaborations and entrepreneurship by June 30, 2015.
1.2. Provide opportunities for faculty development and support through external partnerships.
Deferred as a priority to a later Plan implementation phase.
1.3. Encourage and provide support for expanded field-based and service learning opportunities.
A. Outcome: The Office of Service Learning & Volunteer Programs will work with Academic
Affairs (Service Learning Faculty Associate and work group) to increase the number of
course sections offering service-learning by 12% (4% each year) by June 2015. Ensure that
the quality of additional courses is at the same high level as existing courses.
1.4. Provide a single point of contact for external stakeholders seeking University expertise and
promotion of University services to external stakeholders.
A. Outcome: The Division of External Operations will serve as the single point of contact for
external partnerships. The office would: conduct outreach to local/regional organizations/
institutions/companies to develop new partnerships with WCU; collaborate with
division/unit leadership to identify priorities for new relationship development; refer all
external inquiries to appropriate campus offices for further relationship development and
management; develop an infrastructure at WCU for tracking and managing relationships
with all external and community partners.
B. Outcome: By June 30, 2015 develop engagement effectiveness assessment and set
engagement effectiveness targets.
1.5. Use technology to centralize information so students, faculty and staff can readily access
engagement opportunities.
A. Outcome: Implement and use 25Live services and systems to centralize University
calendars and ticketing systems, providing a fully centralized calendaring and scheduling
system by 2015.
1.6. Develop assessment tools to evaluate effectiveness of engagement efforts.
Deferred as a priority to a later Plan implementation phase.
1.7. Prepare students to be global citizens.
A. Outcome: By 2015-16, the Center for International Programs (CIP) will add five new
agreements between WCU and other universities and institutions around the world in which
faculty and students are engaged in cultural and educational exchanges.
B. Outcome: Annual participation in study and research abroad will increase to 500 students
by June 30, 2017.
C. Outcome: Create a new major in Global Studies.
31
Engagement Goal 2: Increase Institutional Visibility and Reputation
2.1. Strengthen WCU’s regional, national and international visibility and reputation.
A. Outcome: Based on findings from the market research, develop and implement a plan to
increase WCU’s perceived value locally and in the Mid-Atlantic region by June 2016.
B. Outcome: By June 30, 2016, increase the coverage of WCU by print and electronic media
by 50 percent over 2011-12 levels as measured by the number of stories printed and
number of appearances in the media.
2.2. Strengthen the appreciation of WCU’s excellence and accomplishments within the university
community.
A. Outcome: Increase WCU’s main social media (12,200 likes/fans and 5,300 followers) by
20% by June 30, 2015.
B. Outcome: Identify and implement methods for promoting WCU’s unique programs,
research, and events to the campus community by June 30, 2015.
2.3. Develop and improve WCU facilities and grounds in ways that build a sense of community.
Deferred as a priority to a later Plan implementation phase.
2.4. Recognize faculty, staff and students who engage in meaningful service learning activities
and/or volunteer programs.
Deferred as a priority to a later Plan implementation phase.
Engagement Goal 3: Expand Local Community Involvement
3.1. Pursue partnerships with West Chester Borough, surrounding Townships, and the region
promoting shared goals and visions.
A. Outcome: Enhance the partnership between the Borough and WCU by sponsoring a
minimum of eight meetings each year with the Campus Community Coalition.
3.2. Improve community involvement in WCU programs and events.
A. Outcome: The University will annually involve neighbors and community groups from the
Borough/Townships in at least four (4) high profile community service, athletic,
educational/cultural/social events.
B. Outcome: Create and implement a plan to grow annual attendance at campus arts events
from 75,000 to 100,000 by June 30, 2016.
3.3. Encourage faculty research and outreach in service to local communities and schools.
Deferred as a priority to a later Plan implementation phase.
3.4. Convene stakeholders to address local, national and international issues.
Deferred as a priority to a later Plan implementation phase.
32
Engagement Goal 4: Increase Alumni Outreach and Partnerships
4.1. Expand alumni communication, programming and outreach efforts to connect students with
new opportunities for engagement and build relationships between alumni and their alma mater.
A. Outcome: Double the number of alumni events held regionally and across the nation (from
30 held in 2011-12 to 60 held in 2014-15) to engage the diverse membership of the alumni
body.
B. Outcome: The Twardowski Career Development Center will increase the services and
support offered to alumni clients by 6% (2% per year) by June 30, 2015.
C. Outcome: The Office of Fraternity and Sorority Life will create a Greek Alumni Advisory
Board to foster involvement by former fraternity and sorority members and to increase
support for current campus chapters by June 30, 2014.
D. Outcome: Complete renovation of a facility for Alumni Relations and events by June 2014.
4.2. Increase the number of alumni actively engaged in educational and other campus activities.
A. Outcome: Increase the number of alumni participating in student academic, co-curricular and
volunteer activities by 25 percent by June 30, 2015.
B. Outcome: Alumni mentor program developed, with at least 50 alumni participants and 100
student participants annually by June 30, 2015.
33
XI.
PHASE 1 OUTCOMES: TIMELINES, ACCOUNTABILITY, AND
RESOURCES
The following tables identify the achievement targets for each outcome of the Phase 1 objectives.
Information includes the anticipated timeline for completing each outcome, summary action steps to
achieve the outcome, divisions/departments responsible for achieving the outcome, and the estimated
resources likely to be required.
It is important to note that the estimated resources presented in the following tables are not
guaranteed. Funding to support Phase 1 outcomes will depend upon the availability of resources as
determined by the budget allocation process.
34
ACADEMICS
Academics Goal 1: Objective 1.0
Engage the WCU Academic Community in Academic Planning at the undergraduate and graduate levels.
Outcome Measure 1.0A:
Engage in and communicate academic planning processes through established resources, such as the weekly
Academic Affairs newsletter, as well as periodic meetings or reports to campus constituencies (CAPC, APSCUF,
AFSCME, Faculty Senate, etc.).
Achievement
Targets
Action Steps to
Achieve Outcome
Measure(s):
2013-2014
2014-2015
Provost institutes a continuous
improvement process for
academic affairs by appointing
leadership for an Academic
Planning Team. Team members
are identified that reflect the
diversity of colleges, disciplines,
positions and collective
bargaining units.
The Team works to evaluate the
effectiveness of the new planning
model and makes refinements
based on both internal and external
feedback before beginning the
planning process for 2014-15.
The Team works to evaluate
previous years’ efforts at
academic planning and identifies
a planning model for
implementation beginning in
2014-15.
The Team partners with
institutional research to identify
data and a means of providing
the data to departments and noncredit bearing units.
The Team continues work with
institutional research to make
available the relevant data.
The Team continues to make
targeted recommendations with
regard to resource allocation for
high priority and growth areas.
The Team begins to engage
departments in conversations
regarding the support needed to
create a culture of continuous
improvement at the department
level and a mechanism for
communicating requests for
support to realize improvements.
The Team makes initial
recommendations with regard to
resource allocation for high
The Team ensures that the campus
priority and growth areas.
community is continually updated
and the planning process is
The Team ensures that the
transparent and inclusive.
campus community is
continually updated and the
planning process is transparent
and inclusive.
Identification of
Individuals to Be
Involved In Action
Step
Implementation:
Faculty Associate, Academic
Leadership, Institutional
Research, Dean’s Council,
Department Chairs
Faculty Associate, Academic
Leadership, Institutional Research,
Dean’s Council, Department
Chairs
2015-2016
The Team continues to evaluate
the effectiveness of the new
planning model and makes
refinements for the 2015-16
process.
The Team continues to work with
institutional research to make
available the relevant to
departments and non-credit
bearing units.
The Team begins to make
university level recommendations
with regard to academic
programs and continues to make
recourse recommendations for
high priority and growth areas.
The Team continues to engage in
robust conversations with
departments regarding the
support needed to sustain a
culture of continuous
improvement.
The Team ensures that the
campus community is continually
updated and the planning process
is transparent and inclusive.
Faculty Associate, Academic
Leadership, Institutional
Research, Dean’s Council,
Department Chairs
35
Outcome 1.0A, Continued
Achievement
Targets
Anticipated
Resources Needed
to Achieve
Outcomes:
2013-2014
$12,000 for AWA for Faculty
Leadership of Academic
Planning Team
2014-2015
$12,000 for AWA for Faculty
Leadership of Academic Planning
Team
Additional resources for
Additional resources for
Institutional Research (personnel Institutional Research (personnel
and software)
and software)
Note:
2015-2016
$12,000 for AWA for Faculty
Leadership of Academic Planning
Team
Additional resources for
Institutional Research (personnel
and software)
An estimated $36,000 in resources is required for Phase 1 not including software and personnel for
Institutional Research.
36
Academics Goal 1: Objective 1.1
Strengthen and support the Assurance of Student Learning (ASL) outcomes and the use of assessment
results to ensure high-quality academic programming.
Outcome Measure 1.1.A: By July 2014, survey all academic programs to ascertain where their ASL structures
stand and what impedes their progress. In 2014-15, develop and implement ASL infrastructure for each unit,
including training, release time or dual compensation, staff assistance for the gathering and maintenance of
assessment materials and means of communicating assessment results to faculty and students.
Outcome Measure 1.1B: In 2013-14, the committee will provide at least two workshops directly related to ASL
results or the ASL process as it affects teaching and learning.
Outcome Measure 1.1C: Starting in 2014, integrated learning will be assessed on a regular basis to ensure the
success of and access to these opportunities.
Achievement
Targets
2013-2014
Action Steps to
Identify and provide structures
Achieve Outcome(s): necessary for faculty, staff and
students to successfully
implement this carefully planned
approach to assessing student
learning outcomes.
Committee composition and
structure are reviewed to ensure
that the diversity of colleges and
disciplines are reflective of the
institution.
2014-2015
2015-2016
Resources (including time)
continue to be provided that
support new models of teaching
and learning developed through
assessment of student learning
outcomes.
Resources (including time)
continue to be provided that
support new models of teaching
and learning developed through
assessment of student learning
outcomes.
In 2014-15, develop and implement
ASL infrastructure for each unit,
including training, release time or
dual compensation, staff assistance
for the gathering and maintenance
of assessment materials, and means
of communicating assessment
results to faculty and students.
In 2015-16, evaluate effectiveness
of the ASL infrastructure for each
unit, including training, release
time or dual compensation, staff
assistance for the gathering and
maintenance of assessment
materials, and means of
communicating assessment results
to faculty and students.
By July 2014, survey all
academic programs to ascertain
where their ASL structures stand
and what impedes their progress. In 2014-15, committee will provide
at least two workshops related to
In 2013-14, committee will
ASL results or the ASL process as
provide one workshop directly
it affects teaching and learning.
related to ASL results or the
ASL process as it affects
Academic Affairs and Student
teaching and learning.
Affairs continue to partner in
substantive ways to complement
Academic Affairs and Student
and coordinate high-impact
Affairs will partner to
learning activities like service
complement and coordinate
learning, internships, practicum,
high-impact learning activities
leadership development,
like service learning, internships, professionalism and civic
practicum, leadership
engagement.
development, professionalism
and civic engagement.
In 2014-15, integrated learning
continues to be assessed on a
Starting in 2013-14, this
regular basis to ensure the success
integrated learning will be
and access of these opportunities
assessed on a regular basis to
and the Committee begins to
ensure the success and access of emphasize the closing of the
these opportunities.
feedback loop.
In 2015-16, committee will provide
at least two workshops related to
ASL results or the ASL process as
it affects teaching and learning.
Academic Affairs and Student
Affairs continue to partner to
complement and coordinate highimpact learning activities like
service learning, internships,
practicum, leadership development,
professionalism and civic
engagement.
In 2015-16, integrated learning
continues to be assessed on a
regular basis to ensure the success
and access of these opportunities
and the Committee begins to
develop an interim report on the
overall process and outcomes from
the first phase of the strategic plan.
37
Outcomes 1.1A, 1.1B, and 1.1C, Continued
Achievement
Targets
2013-2014
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Teaching, Learning and
Assessment Committee (TLAC)
Associate, Academic
Leadership, Student Affairs,
University Assessment Advisory
Committee
TLAC Associate, Academic
Leadership, Student Affairs,
University Assessment Advisory
Committee
Anticipated
Resources Needed to
Achieve Outcomes:
6 additional AWA credits for
TLAC coordinator/year
($12,000) and 12 credits of
GA/yr. ($14,800).
6 additional AWA credits for
6 additional AWA credits for
TLAC coordinator/year ($12,000) TLAC coordinator/year ($12,000)
and 12 credits of GA/yr. ($14,800). and 12 credits of GA/yr. ($14,800).
Additional AWA [3 credits/
academic program/year beyond
what is currently provided (3
credits/department)]. Estimate of
$570K during academic year
plus $60K/summer for faculty
buyouts to conduct college/
university-wide assessment
project.
$25,000 for faculty stipends and
professional development
speakers.
Note:
Total costs estimated at $682,000.
2014-2015
Additional AWA [3 credits/
academic program/year beyond
what is currently provided (3
credits/department)]. Estimate of
$570K during academic year plus
$60K/summer for faculty buyouts
to conduct college/university-wide
assessment project.
2015-2016
TLAC Associate, Academic
Leadership, Student Affairs,
University Assessment Advisory
Committee
Additional AWA [3 credits/
academic program/year beyond
what is currently provided 93
credits/department)]. Estimate of
$570K during academic year plus
$60K/summer for faculty buyouts
to conduct college/university-wide
assessment project.
$25,000 for faculty stipends and
$25,000 for faculty stipends and
professional development speakers. professional development speakers.
38
Academics Goal 1: Objective 1.2
Ensure that the General Education Program provides the cornerstone to a high-quality education.
Outcome Measure 1.2A: Engage the campus community in reviewing General Education goals, courses,
assessment methods, coherence and transparency.
Outcome Measure 1.2B: Implement a new General Education curriculum effective for first-year students in fall
2017.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Begin campus conversations.
Achieve Outcome(s):
Engage the campus community in
reviewing General Education goals,
courses, assessment methods,
coherence, and transparency.
Assess comparable outcomes-based
programs at aspirational
institutions; author draft of new
curriculum.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Faculty Director of General
Education, Curriculum and
Academic Policies Committee
(CAPC), Academic Leadership,
Associate Vice President for
Academic Affairs (AVPAA)
Faculty Director of General
Education, Curriculum and
Academic Policies Committee
(CAPC), Academic Leadership,
AVPAA
Faculty Director of General
Education, Curriculum and
Academic Policies Committee
(CAPC), Academic Leadership,
AVPAA
Anticipated
Resources Needed to
Achieve Outcomes:
Staff time
2 AWA (spring and fall) plus 1
AWA each summer session, plus
travel to conferences.
2 AWA (spring and fall) plus 1
AWA each summer session
(resources convert over to
administrative position in Year 4),
plus travel to conferences.
Staff/GA position for support.
Misc. expenditures for retreats/
meetings, travel including outside
consultants (1 or 2 meetings),
materials, food, incentives for
surveys, etc.
$40,000
Staff/GA position for support.
Misc. expenditures for retreats/
meetings, travel including outside
consultants (1 or 2 meetings),
materials, food, incentives for
surveys, etc.
$40,000
Note:
Total costs estimated at $80,000.
39
Academics Goal 1: Objective 1.4
Advance research, scholarly and creative activities.
Outcome Measures 1.4: Support increasing the number and quality of scholarly and creative research projects
completed by students with faculty members, increase the number of students who perform faculty-guided research
and creative activities, increase minority student participation in faculty-guided research and creative activities,
increase resources including reassigned time to support faculty research, and identify and mitigate problems at all
levels that interfere with the ability of faculty to be successful at research and grant activity.
1.4A: In 2014-15, determine benchmarks for both groups [overall and Under-Represented Minorities (URMs)],
broken down by college and program in order to determine the amount of such activity as well as centers of
excellence.
1.4B: In 2015-16, coordinate with the Office of Sponsored Research and WCU Foundation to develop resources to
support new faculty/student research areas and enable faculty in underrepresented areas to develop new models in
their fields. By 2015-16 increase base numbers by 10% campus-wide, with another 10% increase in 2016-17.
1.4C: From 2015 there will be a monetary increase in support of faculty-student research and creative activities by
a rate of 2% per year.
1.4D: From 2015, increase of at least 5% in the percentage of senior students who report on the National Survey of
Student Engagement (NSSE) that they have completed scholarly or creative research projects with faculty
members.
Achievement
Targets
Action Steps to
Planning.
Achieve Outcome(s):
2013-2014
2014-2015
2015-2016
Support increasing the number and
quality of scholarly and creative
research projects completed by
students with faculty members.
Charge the AVP for Sponsored
Research to examine policy
barriers at both the institutional
level and the system level.
Coordinate with the WCU
Foundation and Sponsored
Research to develop resources to
support new faculty/student
research areas and enable faculty in
underrepresented areas to develop
new models in their fields. Increase
reoccurring support in Colleges for
faculty research activity.
Determine benchmarks for both
groups (overall and UnderRepresented Minorities [URMs]),
broken down by college and
program in order to determine the
amount of such activity as well as
centers of excellence.
Charge the Research Consortium
and Council for Undergraduate
Research to develop plans for
increasing URM participation in
faculty-student research.
Launch Summer Research Institute
for faculty student research.
Ensure Research Day promotion
reaches URM social and academic
circles ; investigate student-faculty
collaborative research fund.
40
Outcomes 1.4A, 1.4B, 1.4C and 1.4D, Continued
Achievement
Targets
2013-2014
2014-2015
2015-2016
Identification of
Individuals to Be
Involved In Action
Step Implementation:
AVP for Sponsored Research,
Academic Leadership,
Department Chairs, WCU
Foundation
AVP for Sponsored Research,
AVP for Sponsored Research,
Academic Leadership, Department Academic Leadership, Department
Chairs, WCU Foundation
Chairs, WCU Foundation
Anticipated
Resources Needed to
Achieve Outcomes:
Staff time.
Need base level data regarding
these expenditures. Use that data to
estimate the incremental costs of
increasing these expenditures by
2% per year.
Need base level data regarding
these expenditures. Use that data to
estimate the incremental costs of
increasing these expenditures by
2% per year.
$50,000 estimate.
$50,000 estimate: Not including
incremental cost increases.
Note:
$100,000 in funds estimated for Phase 1 without incremental cost.
41
Academics Goal 1: Objective 1.5
Ensure that advising at WCU is of the same high-quality as its academic programs.
Outcome Measure 1.5A: Create an Advising Task Force that will engage collaboratively with administration,
APSCUF local leadership, faculty and students in order to, first, define what “good advising” will be at WCU, and,
second, to establish advising outcomes that will result in a high-quality WCU Advising Program.
Outcome Measure 1.5B: Create and pilot an advising instrument that will guide faculty and students in advising
effectiveness.
Outcome Measure 1.5C: Implement recommended changes to the current advising structure.
Outcome Measure 1.5D: Identify specific advising needs of transfer students, and develop a specific transfer
advising plan.
Achievement
Targets
2013-2014
Action Steps to
Engage the campus community
Achieve Outcome(s): regarding the role of advising
and the composition of the new
Advising Task Force.
Purchase and undertake limited
implementation of D2L Degree
Compass and training for
students, faculty and staff.
2014-2015
2015-2016
Advising Task Force will
administer and analyze the result of
such instruments as: the UAAC
Academic Advising Survey, The
National Survey of Student
Engagement (NSSE), and the
Faculty Survey of Student
Engagement. Use the results to
establish agreed upon faculty and
student outcomes for advising with
the goal of increasing all measures
of advising effectiveness (including
direct and indirect assessments).
Also, use data from these surveys
and other sources (including
petitions, exceptions to policy,
probation and time to degree data)
to inform the advising process and
identify potential support
structures.
By 2015-16 the Advising Task
Force will create and pilot an
advising instrument that will guide
faculty and students in advising
effectiveness.
Continued phased implementation
of D2L Degree Compass and
training for students, faculty and
staff. Evaluate software’s effect on
time to graduation performance and
student satisfaction with advising.
Identification of
Academic Leadership, APSCUF Academic Leadership, APSCUF
Individuals to Be
local leadership, Advising Task local leadership, Advising Task
Involved In Action
Force
Force
Step Implementation:
Implement recommended changes
to the current advising structure by
the end of 2015-16.
In tandem with the above
measures, identify specific advising
needs of transfer students, and
develop a specific transfer advising
plan by end of 2015-16.
Continued phased implementation
of D2L Degree Compass and
training for students, faculty and
staff. Evaluate software’s effect on
time to graduation performance and
student satisfaction with advising.
Academic Leadership, APSCUF
local leadership, Advising Task
Force
42
Outcomes 1.5A, 1.5B, 1.5C, and 1.5D, Continued
Achievement
Targets
Anticipated
Resources Needed to
Achieve Outcomes:
2013-2014
Staff time.
2014-2015
$12,000 for AWA.
$78,666 to support AWA for
programs/travel/collaboration with
feeder school/transfer advisors.
$12,000 one-time project
implementation costs.
$35,000 annual fee based on
14,000 FTE
$35,000 annual fee based on
14,000 FTE
$5,000 annual support for the plan. $35,000 annual fee based on
14,000 FTE
$5,000 annual support for plan
Note:
2015-2016
$301,332 in funds estimated for Phase 1.
$78,666 to support AWA for
specialized Transfer Advisors in
the Top 5 departments serving
transfer students (for Programs/
travel /collaboration with feeder
school/transfer advisors)
$5,0000 annual support plan
43
Academics Goal 1: Objective 1.6
Ensure that retention and graduation rates are similar for all demographic groups, and that they meet the
Pennsylvania State System of Higher Education Performance goals.
Outcome Measure 1.6A: Develop and implement processes to ensure timely graduation rates for both native and
transfer students.
Outcome Measure 1.6B: Increase participation in the Early Alert program to all General Education courses by the
end of 2013-14.
Outcome Measure 1.6C: Increase the four-year graduation rate for transfer students by 10% by end of 2014-15.
Outcome Measure 1.6D: Increase the number of students participating in the On-Time to Graduate effort by 20%
each year.
Outcome Measure 1.6E: Implement recommendations of the CUE Equity Scorecard (ongoing, to be completed by
January 2014).
Achievement
Targets
Action Steps to
Achieve
Outcome(s):
2013-2014
2014-2015
2015-2016
Assemble a Graduation and
Retention Team to identify a
statistical model that identifies the
factors predicting student success
early enough in the semester to
provide evidence-based
interventions that lead to student
success and retention. Model will
be used in addition to the current
Early Alert Program criteria.
Graduation and Retention Team
continues to refine the statistical
model to ensure it is accurately
predicting student success. The
intervention process is evaluated to
ensure students are being supported
early enough in the semester to
remedy any deficiencies.
Graduation and Retention Team
continues to refine the statistical
model to ensure it is accurately
predicting student success. The
intervention process is evaluated to
ensure students are being supported
early enough in the semester to
remedy any deficiencies.
USSSS retention, tutoring, and
other early alert interventions
continue to be evaluated for their
effectiveness and additional best
practices are considered.
USSSS services regarding
retention, tutoring, and other early
alert interventions continue to be
evaluated for their effectiveness
and additional best practices are
considered.
Evaluate Undergraduate Studies
and Student Support Services
(USSSS) retention, tutoring, and
other early alert interventions for
their effectiveness and additional
best practices are considered.
Team works with the Curriculum
and Academic Policy Committee
(CAPC) to create a policy that
expands the implementation of the
Early Alert program to all General
Education courses by the end of
2013-14.
The Team identifies and evaluates
successful models from other
institutions related to on-time
graduation efforts. Implement
model no later than May of 2014.
Implementation plan and timeline
for Center for Urban Education
(CUE) Equity Scorecard
recommendations is developed
beginning in January 2014.
CAPC monitors the expanded
implementation of the Early Alert
program to all General Education
courses.
The Team monitors the On-Time to
Graduate Effort implementation
and its progress toward increasing
four-year graduation rate for
transfer students by 10% by end of
2014-15.
The Team continues to ensure that
the goal of increasing the number
of students participating in the OnTime to Graduate effort improves
by 20% each year (2013-14 and
2014-15).
CAPC monitors the expanded
implementation of the Early Alert
program to all General Education
courses.
The Team monitors the On-Time to
Graduate Effort implementation
and its progress toward increasing
four-year graduation rate for
transfer students.
The Team continues to ensure that
the goal of increasing the number
of students participating in the OnTime to Graduate effort improves
by 20% each year.
Continue implementation of CUE
Implementation of CUE Equity
Equity Scorecard
Scorecard recommendations begins recommendations.
in January 2014 and continues
through the end of 2014-15.
44
Outcomes 1.6A, 1.6B, 1.6C, 1.6D, and 1.6E, Continued
Achievement
Targets
2013-2014
2014-2015
2015-2016
Identification of
Individuals to Be
Involved In Action
Step
Implementation:
Dean of Undergraduate Studies
and Student Support Services
(USSSS), Curriculum and
Academic Policies Committee
(CAPC), Director of Institutional
Research, Deans, Department
Chairs
Dean of USSSS, CAPC, Director
of Institutional Research, Deans,
Department Chairs
Dean of USSSS, CAPC, Director
of Institutional Research, Deans,
Department Chairs
Anticipated
Resources Needed
to Achieve
Outcomes:
$100,000 software acquisition
costs (to be identified).
($25,000 estimate) software
maintenance costs.
($25,000 estimate) software
maintenance costs.
$67,000 for additional Institutional $67,000 for additional Institutional $67,000 for additional Institutional
Research position.
Research position.
Research position.
$25,000 for Graduate
Assistantships (2 9-hour
assistantships).
Note:
$25,000 for Graduate
Assistantships (2 9-hour
assistantships).
$25,000 for Graduate
Assistantships (2 9-hour
assistantships).
Estimated total: $426,000 (estimate is on the high side with regard to the software acquisition and
maintenance). Estimate also assumes the hiring of an additional person in Institutional Research to support
this endeavor.
45
Academics Goal 2: Objective 2.1
WCU will be nationally recognized for its methods of creating, identifying and improving the teachinglearning process.
Outcome Measure 2.1A: By the end of 2013-14, the Office of the Provost, in consultation with the faculty, will
generate a report on the appropriate alignment of academic units (i.e. colleges) with regard to ensuring student success.
By the end of 2013-14, the Office of the Vice President for Student Affairs will generate a report on the appropriate
alignment of its units with regard to supporting learning and student success. Approved recommendations of both
reports will be implemented by end of 2015-16.
Achievement
Targets
Action Steps to
Achieve
Outcome(s):
2013-2014
2014-2015
2015-2016
The Provost’s Special Assistant
will meet with the select Colleges
and gather stakeholder input
regarding potential changes in the
structure of Academic Affairs,
with regard to supporting learning
and student success.
Special Assistant’s report is
circulated amongst the various
university stakeholders. The
Office of Student Affairs is asked
to review the report and make its
own recommendations on potential
restructuring.
By end of 2015-16, the Office of
the Provost, in consultation with
the faculty, will generate a report
on the appropriate alignment of
academic units (i.e. colleges) with
regard to ensuring student success.
By end of 2015-16, the Office of
the Vice President for Student
Affairs will generate a report on the
appropriate alignment of its units
with regard to supporting learning
and student success.
Conduct structural analysis of
select academic units and to
gather quantitative data. Author
report with recommendations by
the end of 2015.
Identification of
Individuals to Be
Involved In Action
Step
Implementation:
Provost’s Special Assistant,
Provost’s Special Assistant,
Academic Leadership, Committee Academic Leadership , CELT,
for Enhancement of Learning and Chairs, CAPC J, TLAC Associate
Teaching (CELT), Chairs,
Diversity Subcommittee of the
Curriculum and Academic
Policies Committee (CAPCJ),
Teaching, Learning and
Assessment Committee (TLAC)
Associate
Anticipated
$12,000 for Faculty Associate
Resources Needed to AWA.
Achieve Outcomes:
Note:
$12,000 for Faculty Associate
AWA.
$36,000 in funds estimated for Phase1.
Provost’s Special Assistant,
Academic Leadership, Vice
President of Student Affairs, Social
Equity, Frederick Douglass
Institute (FDI), Multicultural
Faculty Commission (MFC),
CELT, Chairs, CAPCJ
$12,000 for Faculty Associate
AWA.
46
Academics Goal 2: Objective 2.1
WCU will be nationally recognized for its methods of creating, identifying and improving the teachinglearning process.
Outcome Measure 2.1B: The Center for Teaching and Learning Excellence will be organizationally operational
and have dedicated space on campus by end of 2015-16.
Achievement
Targets
2013-2014
Action Steps to
Planning.
Achieve Outcome(s):
2014-2015
2015-2016
Office of the Provost will identify
potential models and best practices
for the new Center for Teaching
and Learning. The potential
models and best practices will be
circulated for comment among
University constituencies.
The Center for Teaching and
Learning Excellence will be
organizationally operational by the
end of 2015-16.
Job description will be developed
by the Office of the Provost and
circulated. Director will be in
place by the end of 2014-2015.
Director will be expected to
develop and submit an operating
budget based on best practice as
well as projected staffing and
resource requirements.
The Center for Teaching and
Learning Excellence will have a
dedicated space on campus by the
end of 2015-16.
Identification of
Academic Leadership
Individuals to Be
Involved In Action
Step Implementation:
TLAC Associate, Associate Vice
President for Academic Affairs
(AVPAA), Committee for the
Advancement of Learning and
Teaching (CELT), Chairs,
Curriculum and Academic Polices
Committee (CAPC)
TLAC Associate, AVPAA, CELT,
Chairs, CAPC
Anticipated
Resources Needed to
Achieve Outcomes:
$12,000 for faculty AWA.
$200,000 for potential space
renovation
$12,000 for faculty AWA.
AWA for faculty
$12,000
Note:
$236,000 in funds estimated for Phase 1.
47
Academics Goal 2: Objective 2.1
WCU will be nationally recognized for its methods of creating, identifying and improving the teachinglearning process.
Outcome Measure 2.1C: WCU will be a leader in broadly defining and emphasizing what it means to be a diverse
University (broadly defined includes such characteristics as: race, class, gender, sexual orientation).
The Diversity Coordinating and Recognition Committee will be established by the end of 2014-15 and have
responsibility for organizing the implementation and evaluation of the diversity infusion model and for recognizing
faculty and staff achievements in advancing diversity in the teaching-learning process. An initial evaluation of the
model’s outcomes will be completed by end 2015-16.
Achievement
Targets
2014-2015
2015-2016
Action Steps to
Planning.
Achieve Outcome(s):
The Diversity Coordinating and
Recognition Committee will be
established by the end of 2014-15.
The Diversity Coordinating and
Recognition Committee will work
with existing groups (i.e. CAPC,
APSCUF, etc.) to identify and
implement a diversity infusion
model that uses a comprehensive
understanding of teaching-learning
(Faculty Development, Pedagogy,
Curriculum, and Student
Centeredness) to create an
evidence-based model for
increasing and sustaining diversity
awareness and understanding
through the teaching-learning
process by end of 2015-16.
Identification of
Office of the Provost
Individuals to Be
Involved In Action
Step Implementation:
Vice President of Student Affairs, Vice President of Student Affairs,
Provost, Deans, Social Equity,
Provost, Deans, Social Equity, FDI,
Frederick Douglass Institute (FDI), MFC, CELT, Chairs, CAPCJ
Multicultural Faculty Commission
(MFC), Committee for
Enhancement of Learning and
Teaching (CELT), Chairs,
Diversity Subcommittee of the
Curriculum and Academic Policies
Committee (CAPCJ)
Anticipated
Resources Needed to
Achieve Outcomes:
$12,000 for faculty AWA.
$12,000 for faculty AWA.
$10,000 for operating budget.
$10,000 for operating budget.
Note:
2013-2014
$44,000 in funds estimated for Phase 1.
48
Academics Goal 2: Objective 2.4
WCU will provide its students with high-quality international experiences both at the institution and
abroad.
Outcome Measure 2.4A: Enhance the University’s global standing by seeking out opportunities for students around
the world to benefit from WCU’s high-quality education. The Center for International Programs will increase the
number of enrolled international students to 192 by the end of 2015-16 (State System performance measure).
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Planning.
Achieve Outcome(s):
Planning.
The Center for International
Programs will increase the number
of enrolled international students to
192 by the end of 2015-16 (system
performance measure).
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Center for International
Programs (CIP) Undergraduate
Admission, Deans, Graduate
Studies
CIP, Undergraduate Admission,
Deans, Graduate Studies
CIP, Undergraduate Admission,
Deans, Graduate Studies
Anticipated
Resources Needed to
Achieve Outcomes:
Staff time.
$100,000 in estimated resources
for: Pre-admit cycle marketing
dollars; budget for engaging with
external recruiters; increase in CIP
base budget to enhance student
services in the areas of: pre-arrival
services, orientation/transitional
support, and both academic and
non-academic advising.
$100,000 in estimated resources
for: Marketing dollars; Gas; budget
for engaging with external
recruiters; increase in CIP base
budget to enhance student services
in the areas of: pre-arrival services,
orientation/transitional support, and
both academic and non-academic
advising.
Note:
$200,000 in estimated funds for Phase 1 ($100,000 per year during 2014-15, 2015-16 and thereafter).
49
Academics Goal 2: Objective 2.4
WCU will provide its students with high-quality international experiences both at the institution and
abroad.
Outcome Measure 2.4B: In consultation with the Office of the Provost, the Center for International Programs will
evaluate the University’s student support services for international students with the objective of becoming known
worldwide for the supportive and inclusive academic environment WCU offers to students from across the globe. The
Office of the Provost and the Center for International Programs will provide a comprehensive evaluation and set of
recommendations, targets and goals by the end of 2015-16 for implementation in 2016-17.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Planning.
Achieve Outcome(s):
Plan a comprehensive study of
support services for international
student populations
The Office of the Provost and the
Center for International Programs
will provide a comprehensive
evaluation and set of
recommendations, targets and goals
by the end of 2015-16.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Provost, Council of Chairs,
Center for International
Programs (CIP), VP for Student
Affairs
Provost, Council of Chairs, CIP,
VP for Student Affairs
Provost, Council of Chairs, CIP
Anticipated
Resources Needed to
Achieve Outcomes:
Staff time.
$100,000 in estimated resources
for: Pre-admit cycle marketing
dollars; budget for engaging with
external recruiters; increase in CIP
base budget to enhance student
services in the areas of: pre-arrival
services, orientation/transitional
support, and both academic and
non-academic advising.
$100,000 in estimated resources
for: Marketing dollars; Gas; budget
for engaging with external
recruiters; increase in CIP base
budget to enhance student services
in the areas of: pre-arrival services,
orientation/transitional support, and
both academic and non-academic
advising.
Note:
$200,000 in estimated funds for Phase 1 ($100,000 per year during 2014-15, 2015-16 and thereafter).
These resources are the same as (not in addition to) those identified in Outcome Measure 2.4A above.
50
Academics Goal 2: Objective 2.4
WCU will provide its students with high-quality international experiences both at the institution and
abroad.
Outcome Measure 2.4C: The Center for International Programs (CIP) will benchmark its processes and
performance and generate targets and goals by the end of 2014-15 for implementation in 2015-16.
Outcome Measure 2.4D: An evaluation of the English as a Second Language (ESL) program will be conducted
(including instructional effectiveness, student success and enrollment projections).
Achievement
Targets
2013-2014
Action Steps to
Planning.
Achieve Outcome(s):
2014-2015
CIP will work with the Institutional
Research Office to identify the
most relevant performance metrics
to benchmarking its processes,
which include the ESL program.
A set of aspiration international
programs will be produced by CIP.
CIP will work with international
programs task force.
2015-2016
Summary report of benchmarking
and process analysis will be
delivered to the Office of the
Provost. Implementation of new
processes underway.
Perform benchmarking analysis of
processes and performance and set
goals for 2014-15.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Center for International
CIP, VP for Student Affairs,
CIP, VP for Student Affairs,
Programs (CIP), VP for Student Council of Chairs, ESL Evaluation Council of Chairs, ESL Evaluation
Affairs, Council of Chairs, ESL Group
Group
Evaluation Group
Anticipated
Resources Needed to
Achieve Outcomes:
Staff time.
Note:
$200,000 in estimated funds for Phase 1 ($100,000 per year during 2014-15, 2015-16 and thereafter).
These resources are the same as (not in addition to) those identified in Outcome Measures 2.4A and 2.4B
above.
$100,000 in estimated resources
for: Pre-admit cycle marketing
dollars; budget for engaging with
external recruiters; increase in CIP
base budget to enhance student
services in the areas of: pre-arrival
services, orientation/transitional
support, and both academic and
non-academic advising.
$100,000 in estimated resources
for: Marketing dollars; Gas; budget
for engaging with external
recruiters; increase in CIP base
budget to enhance student services
in the areas of: pre-arrival services,
orientation/transitional support, and
both academic and non-academic
advising.
51
Academics Goal 3: Objective 3.1
Develop a comprehensive plan to strengthen the university’s distance education (DE) programs with the
goal of increasing access while ensuring a high-quality educational experience.
Outcome Measure 3.1A: Provide resources to ensure that support services (library, counseling, advising,
registrar/bursar, technology support) for distance education programs and courses offer an educational experience
that is comparable to the high-quality experience students receive on campus.
Outcome Measure 3.1B: Increase the distance education (DE) student headcount by 150% by the end of AY16.
Outcome Measure 3.1C: Increase DE enrollments to at least 510 students by the Fall 2015 enrollment snapshot OR
increase DE enrollments to at least 5% of the student population taking at least one DE course in AY17.
Outcome Measure 3.1D: Ensure that the learning outcomes for students match or exceed traditional on-campus
students.
Outcome Measure 3.1E: Increase the number of revised and new distance education courses taught by 25%,
AY14/, 50%/AY15 and 100%/AY16, incorporating ongoing assessment of student learning to ensure quality and
comparability.
Outcome Measure 3.1F: Develop a method of assessing impact of growing student access through distance
education offerings.
Achievement
Targets
Action Steps to
Achieve
Outcome(s):
2013-2014
An External Operations Advisory
Team is constituted comprised of
members that are reflective of the
diversity of WCU’s colleges,
disciplines, positions and
collective bargaining units.
Conduct a feasibility/impact study
regarding selected undergraduate,
graduate and certificate programs
to be offered online by the end of
2013-14. Determine that WCU
has the capability to expand and
assesses the faculty complement
needed for such expansion in order
to ensure comparability of
programs and program quality.
2014-2015
2015-2016
Recommendations from the
feasibility/impact study are
evaluated and implementation
begins. The advisory team helps to
monitor and evaluate activities
related to the creation and
expansion of distance education
programs.
Recommendations from the
feasibility/impact study continue to
be implemented and evaluated. The
advisory team helps to monitor and
evaluate activities related to the
creation and expansion of distance
education programs.
Within the context of any
implemented recommendations of
the feasibility/impact study, an
assessment plan is developed to
ensure high academic quality and
strong student learning outcomes
from students participating in
distance education offerings.
External Operations activities
continue to be assessed to ensure
high academic quality and strong
student learning outcomes from
students participating in distance
education offerings.
External Operations Advisory team
continues to monitor the student
support services implementation
External Operations Advisory team External Operations Advisory team plan.
begins to craft a draft student
finalizes and monitors the student
support services implementation
support services implementation
External Operations continues to
plan to ensure that distance
plan.
work with CAPC and faculty to
education students are receiving
identify and improve the training
comparable services to those
External Operations continues to
and incentives to expand the
students on main campus in the
work with CAPC and faculty to
number of revised and new courses
event the market analyses support identify and improve the training
taught by 100% in 2015-16.
the creation of off-site or coand incentives to expand the
located programming.
number of revised and new courses
taught by 50% in 2014-15.
52
Outcomes 3.1A, 3.1B, 3.1C, 3.1D, 3.1E, and 3.1F, Continued
Achievement
Targets
Action Steps to
Achieve
Outcome(s)
(Continued):
2013-2014
2014-2015
2015-2016
External Operations works with
Curriculum and Academic Policies
Committee (CAPC) and faculty to
identify appropriate training and
incentives to expand the number of
revised and new courses taught by
25% in 2013-14.
Academic Affairs, External
Operations and Advancement
evaluate the effectiveness of the
distance education and enrollment
plan’s progress toward meeting the
goal of increasing the distance
education headcount by 150% by
the end of 2015-16 (goal also
includes increased DE enrollments
by 510 students by the fall of 2015
snapshot or an increase of DE
enrollments to 5% of the student
population taking at least one DE
course during 2016-17).
Academic Affairs, External
Operations and Advancement
evaluate the effectiveness of the
distance education and enrollment
plan’s progress toward meeting the
goal of increasing the distance
education headcount by 150% by
the end of 2015-16 (goal also
includes increased DE enrollments
by 510 students by the fall of 2015
snapshot or an increase of DE
enrollments to 5% of the student
population taking at least one DE
course in 2016-17).
Early in 2013-14, Academic
Affairs, External Operations and
Advancement works to craft an
enrollment management and
marketing plan that will increase
the distance education (DE)
headcount by 150% by the end of
2015-16 (goal also includes
increased DE enrollments by 510
students by the fall 2015 snapshot
or an increase of DE enrollments
to 5% of the student population
taking at least one DE course in
2016-17).
Identification of
Individuals to Be
Involved In Action
Step
Implementation:
Academic Leadership, External
Operations, APSCUF, Marketing,
CAPC, Deans, Department Chairs,
Distance Education
Academic Leadership, External
Operations, APSCUF, Marketing,
CAPC, Deans, Department Chairs,
Distance Education
Academic Leadership, External
Operations, APSCUF, Marketing,
CAPC, Deans, Department Chairs,
Distance Education
Anticipated
Resources Needed
to Achieve
Outcomes:
$25,000 to cover the feasibility
study costs.
Marketing funds to be determined.
Marketing funds to be determined.
Costs of facilities and physical
plant of regional campus or shared
costs of co-located programs to be
determined.
Costs of facilities and physical
plant of regional campus or shared
costs of co-located programs to be
determined.
Note:
Total costs are highly variable and unpredictable at the moment considering the possibility of additional
facilities and the costs associated with marketing in pursuit of the enrollment target.
53
Academics Goal 3: Objective 3.3
Establish opportunities for students to benefit from a WCU education through programs offered at off-site
locations and in collaboration with other organizations including community colleges.
Outcome Measure 3.3A: Establish a new division with Cabinet level leadership that will focus on the development
of off-site locations and collaborations that will provide additional capacity and better access to the high-quality
education that has established WCU’s excellent reputation, and to ensure a commitment to high-quality as access to
WCU is increased.
Outcome Measure 3.3B: Develop a feasibility/impact study regarding co-located programs at regional community
colleges and/or regional branch campus by the end of 2013-14 that ensures that West Chester has the capability to
expand and assesses the faculty complement needed for such expansion in order to ensure comparability of programs
and program quality.
Outcome Measure 3.3C: Provide resources to ensure that support services (library, counseling, advising,
registrar/bursar, technology support) for offsite and co-located programs offer an educational experience that is
comparable to the high-quality experience our students on the main campus receive.
Outcome Measure 3.3D: Develop an assessment plan that will ensure high academic quality and strong student
learning outcomes from students participating in programs that are co-located and offered offsite.
Outcome Measure 3.3E: Reach enrollment of 500 students at co-located programs and/or regional branch campus
(e.g., the Philadelphia site) by the end of 2015-16.
Achievement
Targets
Action Steps to
Achieve
Outcome(s):
2013-2014
Vice President for External
Operations is identified and starts
at the beginning of 2013-14.
2014-2015
2015-2016
External Operations is evaluated
for its effectiveness and progress
toward supporting the goals of the
strategic plan.
External Operations is evaluated
for its effectiveness and progress
toward supporting the goals of the
strategic plan.
Recommendations from the
feasibility/impact study are
evaluated and implementation
begins. The advisory team helps to
monitor and evaluate activities
related to the creation of off-site or
co-located programs.
Recommendations from the
feasibility/impact study continue to
be implemented and evaluated. The
advisory team continues to monitor
and evaluate activities related to
the creation of off-site or colocated programs.
Within the context of any
implemented recommendations of
the feasibility/impact study, an
assessment plan is developed to
ensure high academic quality and
strong student learning outcomes
from students participating in colocated and off-site programs
External Operations Advisory team
External Operations Advisory team finalizes and monitors the student
begins to craft a draft student
support services implementation
support services implementation
plan.
plan to ensure that students at offsite and co-located programs are
receiving comparable services to
students on the main campus.
External Operations activities
continue to be assessed to ensure
high academic quality and strong
student learning outcomes from
students participating in co-located
and off-site programs.
An External Operations Advisory
Team is constituted with members
reflective of the diversity of WCU
colleges, disciplines, positions and
collective bargaining units.
A Feasibility/impact study
regarding co-located programs at
regional community colleges
and/or regional branch campus is
completed by the end of 2013-14
to assess that WCU has the
capability to expand and that the
faculty complement needed for
such expansion is available to
ensure comparability of programs
and program quality.
External Operations Advisory team
continues to monitor the student
support services implementation
plan.
54
Outcomes 3.3A, 3,3B, 3.3C, 3.3D, and 3.3E, Continued
Achievement
Targets
2013-2014
2014-2015
Early in 2014-15, External
Operations works to craft an
enrollment management and
marketing plan that will meet the
goal of reaching an enrollment of
500 students at co-located and/or
regional campuses by the end of
2015-16.
2015-2016
Action Steps to
Achieve
Outcome(s)
(Continued):
.
Early in 2015-16, External
Operations evaluates the
enrollment management and
marketing plan’s effectiveness in
meeting an enrollment target of
500 students at co-located and/or
regional campuses by the end of
2015-16.
Identification of
Individuals to Be
Involved In Action
Step
Implementation:
Academic Leadership, External
Academic Leadership, External
Operations, APSCUF, Marketing, Operations, APSCUF, Marketing,
Curriculum and Academic Policies CAPC, Deans, Department Chairs
Committee (CAPC), Deans,
Department Chairs
Academic Leadership, External
Operations, APSCUF, Marketing,
CAPC, Deans, Department Chairs
Anticipated
Resources Needed
to Achieve
Outcomes:
$45,000 to cover the feasibility
study costs.
Marketing funds to be determined.
Marketing funds to be determined.
Costs of facilities and physical
plant of regional campus or shared
costs of co-located programs to be
determined.
Costs of facilities and physical
plant of regional campus or shared
costs of co-located programs to be
determined.
Note:
Total costs are highly variable and unpredictable at the moment considering the possibility of additional
facilities and the costs associated with marketing in pursuit of the enrollment target.
55
Academics Goal 3: Objective 3.4
Strengthen and strategically grow graduate education at WCU.
Outcome Measure 3.4A: Strategically enhance graduate education with the development of high-quality graduate
programs that meet regional needs, including the possibility of some applied doctorates, achieving program
approval for a small subset of programs by 2013-14.
Outcome Measure 3.4B: Identify resources to ensure support for graduate assistantships, graduate coordinators
and graduate faculty, including support for assessment and evaluation.
Achievement
Targets
2013-2014
Action Steps to
Develop a graduate enrollment
Achieve Outcome(s): and marketing plan with the goal
of increasing total graduate
enrollments by 20% over the
next five years (baseline fall
2013 enrollment).
2014-2015
2015-2016
Evaluation of a graduate
enrollment and marketing plan with
the goal of increasing total
graduate enrollments by 20% over
the next five years from projected
baseline for Fall 2013.
Evaluation of a graduate
enrollment and marketing plan with
the goal of increasing total
graduate enrollments by 20% over
the next five years from projected
baseline for Fall 2013.
Create and implement a unified Evaluation of the unified model of
model of institutional support for institutional support for graduate
graduate coordinators in a
coordinators.
predictable manner.
Continued implementation of the
Develop a local process to
doctoral degree development
identify areas where applied
program. Second doctoral program
doctoral education is consistent receives PASSHE approval by the
with the institution’s mission
end of FY15.
and driven by market demand in
the pursuit of obtaining
Continued implementation of the
PASSHE approval for 3-5
revised GA Allocation model and
applied doctoral programs over increase funding for GAs (30%
the next 5 years. First doctoral
increase over baseline) to provide
program receives PASSHE
more support for assistantships as
approval by the end of 2013-14. part of recruitment efforts.
Evaluation of the unified model of
institutional support for graduate
coordinators.
Revision of the Graduate
Evaluation of the CRM’s support
Assistant (GA) Allocation model of graduate recruitment and
and increase funding for GAs
enrollment efforts.
(15% per year) to provide more
support for assistantships as part
of recruitment efforts.
Evaluation of the CRM’s support
of graduate recruitment and
enrollment efforts.
Acquisition of a Customer
Relationship Management
(CRM) System to support
graduate recruitment and
enrollment efforts.
Continued implementation of the
doctoral degree development
program. Third doctoral program
receives PASSHE approval by the
end of FY16.
Continued implementation of the
revised GA Allocation model and
increase funding for GAs (45%
increase over baseline) to provide
more support for assistantships as
part of recruitment efforts.
56
Outcomes 3.4A and 3.4B, Continued
Achievement
Targets
2013-2014
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Associate Vice President for
Academic Affairs and Graduate
Dean, Academic Leadership,
External Operations Graduate
Coordinators, Curriculum and
Academic Policies Committee
(CAPC), Marketing Committee
Associate Vice President for
Academic Affairs and Graduate
Dean, Academic Leadership,
External Operations Graduate
Coordinators, CAPC, Marketing
Committee
Associate Vice President for
Academic Affairs and Graduate
Dean, Academic Leadership,
External Operations Graduate
Coordinators, CAPC, Marketing
Committee
Anticipated
Resources Needed to
Achieve Outcomes:
$500,000 per year in directed
$500,000 per year in directed
targeted marketing and graduate targeted marketing and graduate
branding marketing.
branding marketing.
$500,000 per year in directed
targeted marketing and graduate
branding marketing.
$180,000 additional support per
year over 2012-13 funding for
GAs.
$180,000 additional support per
year over 2012-13 funding for
GAs.
$180,000 additional funds per year
over current (then updated) GA
allocation
$70,000 for maintenance of CRM.
$70,000 for maintenance of CRM
Note:
2014-2015
Total costs for Phase 1 estimated at $2.18 million.
2015-2016
57
Academics Goal 3: Objective 3.7
Expand access to WCU education by recruiting, retaining and graduating non-traditional age/Adult
learners.
Outcome Measure 3.7A: Identify resources to enhance the educational experiences of veterans and other returning
students.
Outcome Measure 3.7B: Investigate methods of assessing and awarding credit for prior learning.
Outcome Measure 3.7C: Pilot alternative delivery models (e.g. weekend classes) that are likely to better meet the
needs of returning students, expanding the number of weekend classes by 50% by 2015-16 and evaluating the impact
of that increase.
Achievement
Targets
2013-2014
Action Steps to
Planning.
Achieve Outcome(s):
2014-2015
2015-2016
Investigate methods of assessing
and awarding credit for prior
learning.
Pilot alternative delivery models
(e.g. weekend classes) that are
likely to better meet the needs of
returning students, expanding the
Identify resources to enhance the
number of weekend classes by 50%
educational experiences of veterans by AY17 and evaluating the impact
and other returning students.
of that increase.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Veteran’s Center Director,
Academic Leadership,
Undergraduate Studies and
Student Support Services
(USSSS), Curriculum and
Academic Policies Committee
(CAPC), Registrar, Admissions
Veteran’s Center Director,
Academic Leadership, USSSS,
CAPC, Registrar, Admissions
Veteran’s Center Director,
Academic Leadership, USSSS,
CAPC, Registrar, Admissions
Anticipated
Resources Needed to
Achieve Outcomes:
Staff time for enhancing
educational experiences and
investigating methods of prior
assessment.
Estimate $20,000 ongoing support $200,000 for pilot of alternative
for expanded services/contract with delivery of courses ($6,000 per
the American Council on
course).
Education (ACE).
Note:
Total costs for Phase 1 estimated at $220,000.
58
Academics Goal 4: Objective 4.2
Provide, in consultation with faculty and students, quality facilities, technology, and support staff to
positively impact formal and informal teaching and learning.
Outcome Measure 4.2A: By the end of 2015-16 establish a comprehensive plan that ensures all permanent faculty
members have individual offices and appropriate facilities in which to work with students, pursue scholarship, and
carry out their faculty duties.
Outcome Measure 4.2B: Increase in consultation with faculty and students the availability of classroom space
which supports innovative teaching equipped with appropriate technology.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Planning.
Achieve Outcome(s):
Planning.
Establish, by the end of 2015-16 a
comprehensive plan that ensures all
permanent faculty members have
individual offices and appropriate
facilities in which to work with
students, pursue scholarship, and
carry out their faculty duties.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Executive Director of Facilities
Design and Construction,
Associate Vice President of
Planning and Academic
Administration
Executive Director of Facilities
Design and Construction, Associate
Vice President of Planning and
Academic Administration
Executive Director of Facilities
Design and Construction, Associate
Vice President of Planning and
Academic Administration
Anticipated
Resources Needed to
Achieve Outcomes:
Staff time.
Staff time.
$100,000 for technology (hardware
and software), space and
furnishings, and reference
materials.
Personnel costs related to
implementation.
Note:
Total planning costs for Phase 1 estimated at $100,000.
Funding required to construct or renovate space to achieve these measures is to be determined.
59
Academics Goal 4: Objective 4.2
Provide, in consultation with faculty and students, quality facilities, technology, and support staff to
positively impact formal and informal teaching and learning.
Outcome Measure 4.2C: As new buildings are erected and existing spaces renovated, emphasis will be placed on
creating gathering areas for students with the intention of providing at least one such space for each department.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Planning.
Achieve Outcome(s):
Conduct intensive facilities survey
to include focus groups to gather
institutional need related to
academic spaces.
Use data derived from facilities
survey to inform campus facilities
master plan.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Executive Director of Facilities
Design and Construction,
Associate Vice President of
Planning and Academic
Administration
Executive Director of Facilities
Design and Construction, Associate
Vice President of Planning and
Academic Administration
Executive Director of Facilities
Design and Construction, Associate
Vice President of Planning and
Academic Administration
Anticipated
Resources Needed to
Achieve Outcomes:
Staff time.
Staff time.
Staff time.
Note:
60
ENRICHMENT
Enrichment Goal 1: Objective: 1.1
Promote the arts, athletics, and other co-curricular experiences by enhancing out-of-classroom
experiences, including but not limited to internships and practicums, and bolstering student leadership
training, service-learning opportunities and other “capstone experiences” to provide all students with a
holistic foundation that broadens academic excellence and prepares them for active citizenship.
Outcome Measure 1.1A: Expand linkages and opportunities between all divisions and academic disciplines to
support and augment student, faculty and staff creative endeavors, including but not limited to student research,
service-learning, and other artistic and innovative activities, in an effort to celebrate and amplify WCU’s cultural
assets.
Achievement
Targets
2013-2014
Action Steps to
Achieve Outcome(s):
2013-14 – Assistant Deans for
each of the Colleges will work
with their Department Chairs to
identify practicums, internships,
and other “capstone”
experiences that exist for each
major within their College.
This information will be shared
with the respective Deans in
Spring 2014 with
recommendations on where
improvements are needed and
what additional resources are
required to further promote
existing offerings and expand
departmental offerings where
necessary.
Student Affairs staff and other
key areas (Alumni Affairs, SSI,
SGA) will work on a program
for 2013-14 entitled WCUnited
that brings together key campus
programmers and activity
planners in an effort to increase
student attendance, support, and
involvement in co-curricular
experiences. The group is being
headed-up by Kelli Milliner,
Assistant Athletic Director, and
Mary Jane Rogan, ATOD
Coordinator.
2014-2015
2015-2016
Contingent on 2013-14 review and Contingent on 2013-14 review and
recommendations brought forward recommendations brought forward
for implementation in 2014-15.
for implementation in 2015-16.
61
Outcome 1.1A, Continued
Achievement
Targets
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Anticipated
Resources Needed to
Achieve Outcomes:
2013-2014
2014-2015
2015-2016
Assistant Deans, Office of
Service-Learning, Office of
Career Development, Student
Affairs Staff, Alumni Relations,
Student Service, Inc. Student
Programming, Student
Government Assoc.
College Department Chairs and
Academic Deans to implement
recommendations related to
practicum, internship, and capstone
experiences by major.
College Department Chairs and
Academic Deans to implement
recommendations related to
practicum, internship, and capstone
experiences by major.
Student Affairs staff, Alumni
Relations, SSI Programming, and
SGA Representatives associated
with WCUnited Program
Student Affairs staff, Alumni
Relations, SSI Programming, and
SGA Representatives associated
with WCUnited Program
There is not a need for additional
financial resources in 2013-14 to
review and create the list of
practicums, internships, and
other “capstone” experiences
that exist for each major within
the Colleges.
Based on the recommendations for
future years, there may be CBA
issues and additional resources
required depending on whether
each Academic Department and
their Dean determine additional
offerings are needed and where
they desire to see their program
head.
Depending on growth of WCUnited
Program additional dollars are
anticipated as being needed for FY
2015-16.
The Student Leadership
programming efforts have been
underwritten for the past six years
Funds ($5,000) for the
thanks in large part to a $50,000 a
WCUnited will be supported this
year grant from State Farm
year from Student Affairs
Depending on the success and
Insurance. There is a potential loss
resources and will be used to
growth of the WCUnited Program of support from State Farm
promote and publicize the
additional dollars are anticipated as Insurance.
planned events.
being needed for 2014-15. A
specific area where additional
This potential loss of support from
support will be needed is the
State Farm (this year’s gift was
Sports Information Department, a reduced to $15,000) will result in
one person office currently
the need for additional resources –
responsible for promoting the
possibly $15,000-$20,000 per year
University’s 24 varsity sports via in order to sustain and then grow
the website, social media,
leadership participation levels.
advertising and press releases.
The Student Leadership
programming efforts have been
underwritten for the past six years
thanks in large part to a $50,000
grant. The grant was reduced to
$15,000 for 2013-14 and may be
eliminated in 2014-15. This will
result in the need for additional
resources in the range of $15,000$20,000 per year.
62
Enrichment Goal 1: Objective: 1.1
Promote the arts, athletics, and other co-curricular experiences by enhancing out-of-classroom
experiences, including but not limited to internships and practicums, and bolstering student leadership
training, service-learning opportunities and other “capstone experiences” to provide all students with a
holistic foundation that broadens academic excellence and prepares them for active citizenship.
Outcome Measure 1.1B: Create an Undergraduate minor/major in Leadership Studies through collaboration of
Student Affairs and Academic Affairs. Develop learning objectives, develop a mechanism to recognize achievement of
those objectives outside the classroom and build in theory and practice. The Office of Student Leadership &
Involvement, Honors, and ROTC could be early partners.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
The Student Leadership Project
Achieve Outcome(s): Team currently includes
representatives from Student
Affairs and Academic Affairs
and would be the appropriate
group to review the potential
steps associated with creating an
Undergraduate minor/major in
Leadership Studies. This group
would be responsible for
reviewing this recommendation
during the 2013-14 Academic
Year, with a plan of action
brought forward in Spring 2014.
Contingent on recommendations
from Student Leadership Project
Team for implementation in 201415.
Contingent on recommendations
from Student Leadership Project
Team for implementation in 201516.
Identification of
Student Leadership Project
Individuals to Be
Team
Involved In Action
Step Implementation:
Appropriate Academic
Departments as Identified for
involvement in 2014-15.
Appropriate Academic
Departments as Identified for
involvement in 2015-16.
Anticipated
Resources Needed to
Achieve Outcomes:
Based on recommendations of the
Project Team, it is expected that
additional personnel expenses will
be required to support the actual
expenses associated with staffing
and teaching the courses required
for the minor in 2014-15.
Based on recommendations of the
Project Team, it is expected that
additional personnel expenses will
be required to support the actual
expenses associated with staffing
and teaching the courses required
for the minor in 2015-16.
It is not expected that additional
financial resources shall be
needed in 2013-14 to review the
feasibility of an undergraduate
minor/major in Leadership
Studies.
63
Enrichment Goal 2: Objective: 2.2
Continue to build relationships with the community and region to sustain and strengthen WCU’s
enrichment activities.
Outcome Measure 2.2A: Convene a committee of stakeholders (key current providers of enrichment activities) to
assess current methodologies of selection and structure of campus events and explore ways and methods to enhance the
offerings, delivery, and access to enrichment activities. This exploration will include, but should not be limited to, new
and effective sustainable uses of technology and organizational models of developing and presenting enrichment
activities in order to provide a unified image of enrichment activities. Additional areas to explore might initially include
a centralized on-line box office (entry point) for all enrichment activities, the use of streaming content that is not venue
specific, and a study of how enrichment activities are selected, scheduled, and organized for presentation to the
community. By the conclusion of Spring 2014 have the committee report on its progress as to what three significant
steps it will suggest for action for the academic year 2014-15 in the areas of technological advancement, organizational
efficiency, and unification of access for the University’s enrichment activities.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Convene review group of key
Achieve Outcome(s): providers of enrichment activities
to assess current structures, as well
as future needs as outlined in this
objective.
Contingent on specific
recommendations brought forward
in 2013-14, for implementation in
2014-15.
Contingent on specific
recommendations brought forward
in 2014-15, for implementation in
2015-16.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
College of Visual & Performing
Arts, Student Services Inc.,
Cultural Arts, Athletics, Public
Relations and representatives from
Colleges since many academic
departments sponsor guest lectures
and/or host campus educational
programs.
College of Visual & Performing
Arts, Student Services Inc.,
Cultural Arts, Athletics, Public
Relations, and other campus areas
included in the Review group
recommendations from 2013-14.
To be determined based on results
of 2014-15.
Anticipated
Resources Needed to
Achieve Outcomes:
No significant costs are expected
during 2013-14 associated with the
review of how campus enrichment
activities are organized, promoted,
and delivered on the campus.
Based on the report and
Contingent on recommendations of
recommendations submitted by this Review Group and progress made
review group in spring 2014,
in 2014-15.
additional costs will be outlined
and require funding in 2014-15
related to technology (i.e. an online
box office for all events),
promotion and marketing expenses,
online streaming of content, as well
as potential staffing costs
associated with developing a new
organizational model that allows
WCU to present enrichment
activities in a more unified manner.
64
Enrichment Goal 2: Objective 2.3
Continue to improve the visibility and reputation of all WCU enrichment activities on campus and in the
surrounding community.
Outcome Measure 2.3A: West Chester University will collaborate with the general business community in order to
assist in building a healthy and vibrant regional economy. By creating dynamic partnerships with the local and
regional Chambers of Commerce, West Chester University can use a knowledge-driven network of learning and
training through a myriad of assessable, convenient online methods, by delivering three-to-five meaningful “mini”
educational programs, available to all campus and external stakeholders on an annual basis.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Division of External Operations
Achieve Outcome(s): will identify opportunities for
WCU to provide targeted on-line
educational/professional
development programs to serve
campus and external
stakeholders.
Offer three targeted, on-line
educational/professional
development programs to campus
and external stakeholders by the
end of 2014-15.
Offer five targeted, on-line
educational/professional
development programs to campus
and external stakeholders by the
end of 2015-16.
Identification of
Vice President for External
Individuals to Be
Operations
Involved In Action
Step Implementation:
Vice President for External
Operations
Vice President for External
Operations
Anticipated
Resources Needed to
Achieve Outcomes:
Resource needs to be determined Resource needs to be determined
based on programs to be offered based on programs to be offered
and revenue projections.
and revenue projections.
Resource needs to be determined
based on programs to be offered
and revenue projections.
Note:
With the creation of a new Division for External Operations in 2012-13 designed to focus on
external partnerships, the Enrichment Theme Team recommends that this initiative be referred to
the Vice President for External Operations for review and action. The Theme Team is also
sensitive to collective bargaining issues and so this activity may require additional time before
implementation.
65
SUSTAINABILITY
Sustainability Goal 1: Objective 1.3
Develop institutional partnerships with business, government and nonprofits that address critical
sustainability issues.
Outcome Measure 1.3A: Increase the number of formal partnerships with the local community, including school
districts, government agencies, non-profit organizations, higher education institutions and other entities to advance
environmental sustainability within the community.
Achievement
Targets
2013-2014
Action Steps to
Identify and seek input from
Achieve Outcome(s): staff and faculty who have
already developed partnerships
with sustainability oriented
entities in the community/region.
Compile an inventory of current
partnerships.
Develop a strategy to deepen
existing partnerships and target
new areas/organizations for
growth. (e.g. ACEER
Foundation and carbon offsets)
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Academic Deans: COE, CHS,
CAS, CVPA, CBPA
Department Chairs
Sustainability Advisory Council
(SAC) Sustainability Interns
SAC Partnerships Working
Group
Anticipated
Resources Needed to
Achieve Outcomes:
Note:
See links to the following:
COE Partnerships
International Partnerships
Center for Healthy Schools
ACEER Foundation
2014-2015
2015-2016
Implement strategy: contact school
districts, government agencies,
non-profits, businesses, higher
education institutions, and other
entities currently devoted to critical
sustainability issues. Determine
willingness and ability to
collaborate: faculty research;
student internships, volunteer
opportunities; joint initiatives.
Collaborate with school districts,
government agencies, non-profits,
businesses, and other entities
currently devoted to sustainability
issues to establish a WCUCommunity Coalition (consortium)
to address critical sustainability
issues. Seek external funding as a
goal of the collaboration.
Make the inventory of
sustainability partnerships available
on WCU’s sustainability website.
3E Institute, Sally Winterton, COE
Bethann Cinelli, Center for Healthy
Schools, Roger Mustalish, ACEER
Foundation, BLUER, PASA;
Stroud; Golden Valley Farms;
Brandywine Conservancy; Natural
Lands Trust, Brandywine Valley
Association, GRID, etc.
Sustainability Communications
Intern
Director of Sustainability,
Academic Deans, Department
Chairs, Sustainability Advisory
Council (SAC), Sustainability
Interns, SAC Partnerships Working
Group
Uncertain, although at a minimum
funds will be required for travel
and printed materials, as well as
support the intern position.
Uncertain, although at a minimum
funds will be required for the intern
positions.
66
Sustainability Goal 1: Objective 1.5
Use the Sustainability Climate Action Plan to set short- and long-term environmental goals. WCU’s
Climate Action Plan (CAP) seeks to make the University climate neutral by 2025 and addresses the
following: energy and buildings; transportation; purchasing; solid waste and recycling; dining services;
curriculum; co-curricular education; research; and public engagement.
Outcome Measure 1.5A: Create and approve interim targets for goals and actions that will lead to climate
neutrality as defined by the Plan.
Achievement
Targets
2013-2014
Action Steps to
Complete WCU’s Climate
Achieve Outcome(s): Action Plan (CAP)
Secure approval and
endorsement of the CAP:
President, President’s Cabinet,
Council of Trustees; Faculty
Senate; CAPC; APSCUF; SGA;
Alumni
2014-2015
Establish a Climate Action Plan
Implementation Team.
2015-2016
Submit to ACUPCC a Climate
Action Plan Progress Report by
January 15th, 2015.
Hire necessary staff: Half-time
CAP Implementation Coordinator
(focused on Operations) +
supporting coordinators and/or
student interns.
Hire necessary staff: Full-time
Director of Sustainability &
supporting coordinators (charged
with implementing the CAP).
Pilot a Green Revolving Loan Fund
(GRF) and evaluate GRITS (Green
Revolving Investment Tracking
System).
Fund projects and the Office of
Sustainability through the
development of a Green Revolving
Loan Fund.
Begin developing the necessary
policies and procedures to support
implementation of the Climate
Action Plan and achieve interim
targets and goals (see Notes).
Complete a second GHG Inventory
and submit by January 2014.
Identification of
Sustainability Coordinator,
Individuals to Be
Climate Action Planning Team
Involved In Action
(CAP Team)
Step Implementation:
President Greg Weisenstein,
Strategic Planning – Fiscal
Subcommittee, Climate Action
Plan Implementation Team
CAP Implementation Coordinator
Director of Sustainability
Anticipated
Resources Needed to
Achieve Outcomes:
Funding for half-time CAP
Implementation Coordinator.
Funding for Office of
Sustainability and a full-time
Director of Sustainability.
Funding, for faculty & staff
release time.
Funding for CAP Implementation
Interns.
Funding for the Green Revolving
Loan Fund.
Note:
Continued funding for the Green
Revolving Loan Fund.
67
Sustainability Goal 2: Objective 2.1
Encourage stewardship by adopting continuous improvement practices that result in effective operations
and improved services.
Outcome Measure 2.1A: Have in place a performance based budget allocation model that supports and reinforces
the University’s mission and academic goals.
Achievement
Targets
2013-2014
Action Steps to
ABC will continue efforts to
Achieve Outcome(s): build and refine the new budget
allocation process, with initial
implementation beginning July
1, 2013. The Office of Budget
& Financial Planning will
implement recommendations.
2014-2015
2015-2016
ABC and the Office of Budget &
Financial Planning will review and
revise budget allocation model as
necessary.
ABC and the Office of Budget &
Financial Planning will review and
revise budget allocation model as
necessary.
ABC will develop a process for
capturing unneeded rollover
balances, which then can be
directed toward strategic
initiatives for the University.
The Office of Budget &
Financial Planning will
implement recommendations.
ABC will develop a charge for
the University Budget
Committee that is meaningful
and supports their continued
existence.
Identification of
All ABC members, All members All ABC members, All members of All ABC members, All members of
Individuals to Be
of President’s Council, Office of President’s Council, Office of
President’s Council, Office of
Involved In Action
Budget & Financial Planning
Budget & Financial Planning
Budget & Financial Planning
Step Implementation:
Anticipated
Resources Needed to
Achieve Outcomes:
Note:
No direct monetary cost
expected.
Possibly an additional position in
the Office of Budget & Financial
Planning (or a shared position
between Budget & Financial
Planning and Human Resources)
for analytical analysis.
Continuation of costs associated
with new position – if provided –
from previous year.
68
Sustainability Goal 2: Objective 2.1
Encourage stewardship by adopting continuous improvement practices that result in effective operations
and improved services.
Outcome Measure 2.1B: Institute programs, in collaboration with local bargaining units, that encourage broadbased employee ownership in continuous improvement processes that will improve effectiveness and efficiency of
University operations.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Achieve Outcome(s):
Develop a beneficial employee
suggestion program that offers a
reward to the employee for
suggestions that are implemented
and proven to generate large cost
savings.
Continue and refine program.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
President’s Cabinet, Assoc. Vice
President for Human Resources,
Heads of the labor unions on
campus, Possibly the WCU
Foundation and/or Student
Services, Inc.
President’s Cabinet, Assoc. Vice
President for Human Resources,
Heads of the labor unions on
campus, Possibly the WCU
Foundation and/or Student Services
Inc.
Anticipated
Resources Needed to
Achieve Outcomes:
Uncertain
Uncertain
Consider donations for incentives,
which may be outside of
bargaining unit commentary and
state compensation rules.
Examples might include:
1. Temporary one-year
memberships to the
Student Recreation Center
2. Vouchers for a year’s
worth of free lunches at
ARAMARK Dining
Facilities.
3. Student Fee waivers for
matriculating student or
dependents (tuition is
already waived)
4. Dedicated parking spaces
or free parking passes for
any of the three Parking
Structures on campus.
Consider donations for incentives,
which may be outside of
bargaining unit commentary and
state compensation rules.
Examples might include:
1. Temporary one year
memberships to the Student
Recreation Center
2. Vouchers for a year’s worth
of free lunches at
ARAMARK Dining
Facilities.
3. Student Fee waivers for
matriculating student or
dependents (tuition is
already waived)
4. Dedicated parking spaces or
free parking passes for any
of the three Parking
Structures on campus.
Note:
It is unlikely that monetary rewards directly to employees could be made by the University; hence the
reason for involvement of Student Services, Inc. and/or the WCU Foundation.
69
Sustainability Goal 2: Objective 2.1
Encourage stewardship by adopting continuous improvement practices that result in effective operations
and improved services.
Outcome Measure 2.1C: Review existing organizational structures to ensure they are strategically aligned to
facilitate excellence in all areas of University operations and to support the University mission.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Working with Human
Achieve Outcome(s): Resources, VPs, deans, and
directors will begin to assess
their organizational structures,
with the goal to align them to
better accomplish the
University’s mission and
strategic plan and to prepare for
likely retirements of individuals
in key positions.
Revise and refine plans.
Revise and refine plans.
Request – through the
Administrative Budget Committee
– any resources needed to properly
align organizational structures.
Request – through the
Administrative Budget Committee
– any resources needed to properly
align organizational structures.
Identification of
Human Resources, VPs, deans,
Individuals to Be
and directors
Involved In Action
Step Implementation:
Human Resources, VPs, Deans and Human Resources, VPs, Deans and
directors
directors
Anticipated
Resources Needed to
Achieve Outcomes:
None or very limited.
Uncertain
Note:
This outcome partially ties to Objective 2.4
Uncertain
70
Sustainability Goal 2: Objective 2.2
Increase and diversify the University’s financial resource base through fundraising, grants and contracts,
and entrepreneurial activities.
Outcome Measure 2.2A: Raise at least 60 percent of the Becoming More Campaign goal by the end of 2014-15.
Achievement
Targets
2013-2014
Action Steps to
Continue to identify and
Achieve Outcome(s): cultivate leadership prospects in
support of all campaign goals
2014-2015
Continue to identify and cultivate
leadership prospects in support of
all campaign goals
Launch the general gifts portion
of the campaign using direct
mail, we-based, telephone, and
individual solicitations
Launch the general gifts portion of
the campaign using direct mail, webased, telephone, and individual
solicitations
Measure progress toward
meeting Campaign goals and
implement corrective measures
where necessary
Measure progress toward meeting
Campaign goals and implement
corrective measures where
necessary
Identification of
Individuals to Be
Involved In Action
Step Implementation:
University President, Vice
President for Advancement &
Sponsored Research, Executive
Director of the WCU
Foundation, WCU Foundation
Board members, WCU Council
of Trustees
University President, Vice
President for Advancement &
Sponsored Research, Executive
Director of the WCU Foundation,
WCU Foundation Board members,
WCU Council of Trustees
Anticipated
Resources Needed to
Achieve Outcomes:
Approximately $1.4 million per
year (from the annual
fundraising contract between
WCU and the Foundation); these
funds are already budgeted.
Approximately $1.4 million per
year (from the annual fundraising
contract between WCU and the
Foundation); these funds are
already budgeted.
Note:
2015-2016
71
Sustainability Goal 2: Objective 2.2
Increase and diversify the University’s financial resource base through fundraising, grants and contracts,
and entrepreneurial activities.
Outcome Measure 2.2B: Increase total annual gift income to $7 million by the end of 2016-17 (based on Council
for Aid to Education reporting standards).
Achievement
Targets
2013-2014
Action Steps to
Implement comprehensive
Achieve Outcome(s): Campaign plan, including
planned giving and annual
giving sub-plans
2014-2015
Measure progress toward meeting
annual giving targets and
implement corrective measures
where necessary
2015-2016
Measure progress toward meeting
annual giving targets and
implement corrective measures
where necessary
Measure progress toward
meeting annual giving targets
and implement corrective
measures where necessary
Identification of
VP for Advancement &
VP for Advancement & Sponsored VP for Advancement & Sponsored
Individuals to Be
Sponsored Research, Executive Research, Executive Director of the Research, Executive Director of the
Involved In Action
Director of the WCU Foundation WCU Foundation
WCU Foundation
Step Implementation:
Anticipated
Resources Needed to
Achieve Outcomes:
Approximately $1.4 million per
year (from the annual
fundraising contract between
WCU and the Foundation); these
funds are already budgeted and
are the same dollars as indicated
in measure 2.2A (see above).
Approximately $1.4 million per
year (from the annual fundraising
contract between WCU and the
Foundation); these funds are
already budgeted and are the same
dollars as indicated in measure
2.2A (see above).
Note:
This outcome measure will continue through fiscal year 2016-17.
Approximately $1.4 million per
year (from the annual fundraising
contract between WCU and the
Foundation); these funds are
already budgeted and are the same
dollars as indicated in measure
2.2A (see above).
72
Sustainability Goal 2: Objective 2.2
Increase and diversify the University’s financial resource base through fundraising, grants and contracts,
and entrepreneurial activities.
Outcome Measure 2.2C: Complete Phase III of the WCU marketing campaign, with Phase IV planned by the end
of 2015-16. (Both Phase III and Phase IV will continue the regional branding campaign by focusing on promoting the
overall quality of the University and of selected programs.)
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Use results from recent market
Achieve Outcome(s): research to finalize and
implement a plan for Phase III of
the Learn More Marketing
Campaign, including: specific
advertising tactics and timelines;
establish tracking methodologies
for testing responses to the
Campaign.
Continue Phase III marketing
initiatives.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Director of Public Relations &
Marketing, VP for Advancement
& Sponsored Research,
Marketing Committee,
Enrollment Management
Committee, COT member Eli
Silberman
Director of Public Relations &
Marketing, VP for Advancement &
Sponsored Research, Marketing
Committee, Enrollment
Management Committee, COT
member Eli Silberman,
Administrative Budget
Committee, Center for Social &
Economic Policy Research
Director of Public Relations &
Marketing, VP for Advancement &
Sponsored Research, Marketing
Committee, Enrollment
Management Committee, COT
member Eli Silberman
Anticipated
Resources Needed to
Achieve Outcomes:
$1.2 million
$1.2 million
$1.2 million plus additional support
for new initiatives (Mid-Atlantic
Campaign) identified by the
Marketing Committee and
supported by the Administrative
Budget Committee.
Note:
Maintain regional marketing
initiatives.
Conduct market research study to
test results of Phase III of the
Learn More Marketing Plan and
assess institutional visibility in the
Mid-Atlantic region.
Implement Phase IV of the Learn
More Marketing Campaign
including: specific advertising
tactics and timelines; establish
tracking methodologies for testing
responses to the Campaign. Focus
Based on research findings, begin on building brand identity in
planning for Phase IV of the Learn selected areas of the Mid-Atlantic
More Campaign and seek
region.
additional support for new
initiatives identified by the
Marketing Committee/Enrollment
Management Committee focused
on building brand identity in
targeted areas of the Mid-Atlantic.
73
Sustainability Goal 2: Objective 2.2
Increase and diversify the University’s financial resource base through fundraising, grants and contracts,
and entrepreneurial activities.
Outcome Measure 2.2D: Institute programs and provide support conducive to increasing the number and amount
of WCU external contracts and grants, with an eventual target of $10 million annually.
Achievement
Targets
2013-2014
Action Steps to
Recruit an experienced
Achieve Outcome(s): sponsored programs director to
oversee the expansion of
sponsored program activity.
(New AVP for Sponsored
Research began 7/1/13.)
Create a plan to increase annual
grant and contract revenue to
$10 million. Set annual targets
to achieve this goal.
2014-2015
2015-2016
Implement the plan to increase
annual sponsored program
revenues and monitor progress
toward achieving the 2014-15
revenue target. As necessary,
refine the plan to ensure targets are
met.
Continue to implement the plan to
increase annual sponsored program
revenues and monitor progress
toward achieving the 2015-16
revenue target. As necessary,
refine the plan to ensure targets are
met.
Seek support to fund new
initiatives as outlined in plan for
2015-16.
Seek support to fund new
initiatives as outlined in plan for
2016-17.
Assoc. VP for Sponsored
Research, VP for Advancement &
Sponsored Research, Assistant VP
for Finance & Business Services,
College deans, Faculty chairs
Assoc. VP for Sponsored
Research, VP for Advancement &
Sponsored Research, Assistant VP
for Finance & Business Services,
College deans, Faculty chairs
Approximately $60,000 for staff
and additional funds as identified
by plan strategies.
Approximately $145,000 for staff
and additional funds as identified
by plan strategies.
In collaboration with other WCU
offices, create improved
processes for both pre- and postaward services.
Improve communications with
faculty and staff regarding grant
opportunities.
Based on the plan to increase
sponsored program revenues,
seek support to fund new
initiatives as outlined in the plan
for 2014-15.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Anticipated
Resources Needed to
Achieve Outcomes:
Note:
Assoc. VP for Sponsored
Research, VP for Advancement
& Sponsored Research,
Assistant VP for Finance &
Business Services, College
deans, Faculty chairs
74
Sustainability Goal 2: Objective 2.3
Incorporate sustainability as a fundamental component in WCU’s Facilities planning.
Outcome Measure 2.3A: Design and construct all new buildings to a minimum of LEED silver standards and
achieve Energy-Star certification.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Conduct feasibility studies for all
major projects to include a
determination of the costs to
achieve a minimum of LEED silver
standards and Energy-Star
certification.
Conduct feasibility studies for all
major projects to include a
determination of the costs to
achieve a minimum of LEED silver
standards and Energy-Star
certification.
Ensure adequate funding for
projects to achieve outcome
measure.
Ensure adequate funding for
projects to achieve outcome
measure.
Ensure adequate funding for
projects to achieve outcome
measure.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Executive Director of Facilities
Design & Construction, Vice
President for Administration &
Finance, Primary users of the
facility, Architects who conduct
the feasibility studies,
Administrative Budget
Committee, Director of Budget
& Financial Planning
Executive Director of Facilities
Design & Construction, Vice
President for Administration &
Finance, Primary users of the
facility, Architects who conduct the
feasibility studies, Administrative
Budget Committee, Director of
Budget & Financial Planning
Executive Director of Facilities
Design & Construction, Vice
President for Administration &
Finance, Primary users of the
facility, Architects who conduct the
feasibility studies, Administrative
Budget Committee, Director of
Budget & Financial Planning
Anticipated
Resources Needed to
Achieve Outcomes:
To be determined
To be determined
To be determined
Action Steps to
Conduct feasibility studies for
Achieve Outcome(s): all major projects to include a
determination of the costs to
achieve a minimum of LEED
silver standards and Energy-Star
certification.
Note:
75
Sustainability Goal 2: Objective 2.3
Incorporate sustainability as a fundamental component in WCU’s Facilities planning.
Outcome Measure 2.3B: Incorporate sustainability best practices in all physical plant improvements.
Achievement
Targets
2013-2014
Action Steps to
Continually review best
Achieve Outcome(s): practices related to
sustainability.
Continue to develop a culture of
sustainability best practices
within both Facilities Design &
Construction and Facilities
Management.
Determine which best practices
are practical to incorporate into
which improvements;
incorporate as appropriate.
2014-2015
2015-2016
Continually review best practices
related to sustainability.
Continually review best practices
related to sustainability.
Continue to develop a culture of
sustainability best practices within
both Facilities Design &
Construction and Facilities
Management.
Continue to develop a culture of
sustainability best practices within
both Facilities Design &
Construction and Facilities
Management.
Determine which best practices are
practical to incorporate into which
improvements; incorporate as
appropriate.
Determine which best practices are
practical to incorporate into which
improvements; incorporate as
appropriate.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Executive Director of Facilities
Design & Construction,
Executive Director of Facilities
Management
Executive Director of Facilities
Design & Construction,
Executive Director of Facilities
Management
Executive Director of Facilities
Design & Construction,
Executive Director of Facilities
Management
Anticipated
Resources Needed to
Achieve Outcomes:
Uncertain, although up-front
costs could be substantial.
Uncertain, although up-front costs
could be substantial.
Uncertain, although up-front costs
could be substantial.
Note:
76
Sustainability Goal 2: Objective 2.3
Incorporate sustainability as a fundamental component in WCU’s Facilities planning.
Outcome Measure 2.3C: Continue the commitment necessary to implement the planned geothermal system.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Continue implementation of
Achieve Outcome(s): planned geothermal projects.
Continue implementation of
planned geothermal projects.
Identification of
Executive Director of Facilities
Individuals to Be
Management
Involved In Action
Step Implementation:
Executive Director of Facilities
Management
Anticipated
Resources Needed to
Achieve Outcomes:
Most costs are included in a
DGS-funded project or will be
paid by USH for their
building(s). Estimated direct
costs to the University are
approximately $1.55 million
over the two-year period.
Most costs are included in a DGSfunded project or will be paid by
USH for their building(s).
Estimated direct costs to the
University are approximately $1.55
million over the two-year period.
Note:
Decommissioning and demolition of the boiler plant sometime after the summer of 2015 will have a
substantial price tag. It is possible that some (or all) of that cost will need to be borne by new construction
projects (e.g., the dining facility) that will be built where the boiler plant is located.
77
Sustainability Goal 2: Objective 2.5
Renew the University’s long-term commitment to human capital management through employee
recruitment and development and through performance and retention programs.
Outcome Measure 2.5A: Enhance the University’s reputation as an “Employer of Choice” inside the organization
and in the region—to be measured by a 10% reduction in unplanned turnover and a reduction in failed searches in the
first year—by embracing an Integrated Total Rewards approach to recruitment and retention. Integrated Total
Rewards is an approach that provides both financial and non-financial incentives, as well job flexibility, to enhance the
University’s value as an employer.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Overhaul the non-instructional
Achieve Outcome(s): employee on-boarding process.
Comprehensive use of a web-based Establish an ongoing commitment
employee recruitment management to labor-management cooperative
system.
projects/programs with all
Broad acceptance and use of
employee bargaining units.
flexibility scheduling programs Develop a stand-alone system for
to achieve healthier work-life
identifying and rewarding “Super- Improve the employee value
balance for employees.
Keeper” employees.
proposition by promotion and use
of high-value non-financial
Integrate employee career
Commitment to expanded use of
rewards.
planning and the development of social media networking sites to
flexible career tracks for all
promote the value of working for
Establish new, earlier and more
regular non-instructional
WCU.
effective recruitment “pipelines” to
employees.
bolster applicant pools in critical
occupational specialties.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Director of Organizational
Development, Director of
Training, PASSHE Academy
working team, Focus Group of
cross-section of noninstructional employee,
Associate VP for Human
Resources, Director of Training,
HR classification staff
Associate VP for Human
Resources, HR Recruitment
Managers, Director of Social
Equity, Search Committees, VPs,
Deans, Focus Group of highest
performing employees, HR
Recruitment Managers, Marketing
and Public Relations
Associate VP for Human
Resources, Sr. Labor Relations
Manager, HR Managers, Focus
Group of cross-section of noninstructional employees, HR
Recruitment Manager, Select
Department Heads
Anticipated
Resources Needed to
Achieve Outcomes:
Uncertain, although the direct
monetary cost should be
minimal.
Uncertain, although the direct
monetary cost should be minimal.
Uncertain, although the direct
monetary cost should be minimal.
Note:
78
Sustainability Goal 2: Objective 2.5
Renew the University’s long-term commitment to human capital management through employee
recruitment and development and through performance and retention programs.
Outcome Measure 2.5B: Improve organizational stability, reduce replacement costs and increase capacity for
success through development of a comprehensive workforce succession planning program that will result in quality
internal employees cross-trained to fill critical vacancies; reduce the number and length of interim appointments that
are not directed toward employee development; and increase the number of internal promotions.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Identify “highly mission critical” Conduct a projectable gap-analysis Develop and implement an
Achieve Outcome(s): positions based on an objective study (supply and demand
“acceleration pool” model for skill
criteria.
analysis) for all WCU divisions.
and leadership gap-filling.
Acceleration pools are selected
Assess the current level of
Identify prospective successors and intensive learning groups.
workforce planning within the
successor gaps – including
divisions.
competencies – that must be
Develop more effective and longer
addressed (competencies are
ranged forecasting tools.
discrete skills, knowledge and
abilities).
Identify and implement gap-closing
strategies.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Associate VP for Human
Resources, Director of
Organizational Development,
Director of Training, VPs, Deans
Associate VP for Human
Resources, VPs, Deans,
Department Heads, Director of
Organizational Development,
Director of Training
Associate VP for Human
Resources, VPs, Deans, Director of
Organizational Development,
Director of Training
Anticipated
Resources Needed to
Achieve Outcomes:
Minimal additional direct costs.
$15,000 web-based succession
planning business software.
$1,500 in start-up costs.
Note:
79
Sustainability Goal 2: Objective 2.5
Renew the University’s long-term commitment to human capital management through employee
recruitment and development and through performance and retention programs.
Outcome Measure 2.5C: Integrate career planning and development of clear career tracks for all regular, noninstructional employees.
Achievement
Targets
2013-2014
Action Steps to
Explore possible “tracks”
Achieve Outcome(s): models that have been
successfully implemented in
other unionized organizations.
2014-2015
2015-2016
Implement an integrated software
program that has a career planning
component as part of the talent
management suite.
Assess other occupational series
(i.e. trades, IT) and departmental
career “ladders” and create a fouryear implementation schedule.
Explore software programs that
allow employees and their
supervisors to plan and track
their career development.
Identify and pilot career planning
and development tracks for clerical
and administrative occupational
series.
Assess the implementation value of
the implemented career planning
component as part of the talent
management suite.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Human Resource’s Training and
Organizational Development
staff, Career Development staff,
Talent Management Software
vendors
Human Resource’s Training and
Organizational Development staff,
Career Development staff, Talent
Management Software vendors,
Departmental resources to provide
input and review models
Human Resource’s Training and
Organizational Development staff,
Career Development staff, Talent
Management Software vendors,
Departmental resources to provide
input and review models
Anticipated
Resources Needed to
Achieve Outcomes:
Start-up costs of $15,000 to
Ongoing costs of $24,000-36,000
$150,000 depending on the
based on the number of users.
scope of the project and number
of modules implemented
Ongoing costs of $24,000-36,000
based on the number of users.
Ongoing costs of $24,00036,000 based on the number of
users (projected based on 600
licenses).
Note:
Cost estimates are the combined costs of the two measures related to career planning and the “acceleration
pool.”
80
Sustainability Goal 2: Objective 2.5
Renew the University’s long-term commitment to human capital management through employee
recruitment and development and through performance and retention programs.
Outcome Measure 2.5D: Deploy an “acceleration pool” model to expedite the development of employee talent and
leadership by participation of 100 employees in critical occupational areas. (The “acceleration pool” system ensures
that an organizational will have executive talented needed in the future by developing a group of high-potential
candidates for undefined jobs at the executive level.)
Achievement
Targets
2013-2014
Action Steps to
Meet with VPs and directors to
Achieve Outcome(s): identify critical “at risk”
positions and potential “bench
strength” (ready, or with
development ready, to assume
other positions).
Assess the feasibility of 100
participants in this initiative.
Work with Office of Social
Equity and Human Resource’s
Employment staff to develop
policies and procedures that
encourage more internal
promotion opportunities.
2014-2015
2015-2016
Continue to market and expand the
“iLEAD” program that identifies
and prepares existing, emerging
and aspirant leaders for future
possible positions.
Assess the initial impact and future
potential of the “iLEAD” program.
Develop pool of “stretch
assignments” that could be used as
part of “iLEAD” to test talent and
meet organization’s short-term,
long-term, and permanent needs.
Establish a university-wide skills
inventory to identify additional
future candidates.
Assess and if appropriate, expand
pool of “stretch assignments.”
Use integrated talent management
software program to establish
university-wide skills inventory.
Market and roll out pilot
“iLEAD” program that identifies
and prepares existing, emerging
and aspirant leaders for future
possible positions.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Human Resource’s Training and
Organizational Development
staff, President’s Cabinet,
Directors, Existing, emerging
and aspirant leaders, Office of
Social Equity, Human
Resources’ Employment staff
Human Resource’s Training and
Organizational Development staff,
President’s Cabinet, Directors,
Existing, emerging and aspirant
leaders, Office of Social Equity,
Human Resources’ Employment
staff
Human Resource’s Training and
Organizational Development staff,
President’s Cabinet, Directors,
Existing, emerging and aspirant
leaders, Office of Social Equity,
Human Resources’ Employment
staff
Anticipated
Resources Needed to
Achieve Outcomes:
Start-up costs of $15,000 to
Ongoing costs of $24,000-36,000
$150,000 depending on the
based on the number of users
scope of the project and number
of modules implemented
Ongoing costs of $24,000-36,000
based on the number of users
Ongoing costs of $24,000$36,000 based on the number of
users (projected based on 600
licenses)
Note:
Cost estimates are the combined costs of the two measures immediately above related to career planning
and the “acceleration pool.”
81
Sustainability Goal 2: Objective 2.5
Renew the University’s long-term commitment to human capital management through employee
recruitment and development and through performance and retention programs.
Outcome Measure 2.5E: Continue to provide and promote a wide variety of in-house employee development
programs, with the planned outcome to be a 10% increase in the use of such programs.
Achievement
Targets
2013-2014
Action Steps to
Expand print, electronic, and
Achieve Outcome(s): social media marketing of
programs.
2014-2015
Continue to expand print,
electronic, and social media
marketing of programs.
Identify internal/external subject Assess the impact of new “brand”
matter experts (SME) with wide on participation and make
campus appeal.
necessary changes.
Develop campus-wide initiative
where supervisors are
recognized for encouraging the
development and retention of
their employees.
Increase program participation
by 2% over the previous year.
Expand use of internal/external
SMEs with wide campus appeal.
2015-2016
Continue to expand print,
electronic, and social media
marketing of programs and use of
additional SMEs.
Assess impact of supervisors’ roles
in developing and retaining their
employees on program
participation, engagement, and
departmental performance.
Roll out initiative where
Increase program participation by
supervisors are recognized for
an additional 4% over the previous
encouraging the development and year.
retention of their employees as part
of their planning and assessment.
Increase program participation by
an additional 4% over the previous
year.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Organizational Development
Intern (Communications
/Marketing background), Human
Resource’s Training and
Organizational Development
staff, Graphics and Printing,
President’s Cabinet
Organizational Development Intern
(Communications /Marketing
background), Human Resource’s
Training and Organizational
Development staff, Graphics and
Printing, President’s Cabinet, All
managers, chairs and supervisors
Organizational Development Intern
(Communications /Marketing
background), Human Resource’s
Training and Organizational
Development staff, Graphics and
Printing, President’s Cabinet, All
managers, chairs and supervisors
Anticipated
Resources Needed to
Achieve Outcomes:
$2,500 to $5,000
$2,500 to $5,000
$2,500 to $5,000
Note:
82
Sustainability Goal 3: Objective 3.1
Develop and implement a comprehensive enrollment management plan.
Outcome Measure 3.1A: Reach a headcount enrollment of 17,000 by the end of 2015-16, with the majority of the
increase above the current enrollment level resulting from distance education and/or off-site locations.
Achievement
Targets
Action Steps to
Achieve Outcome(s):
2013-2014
2014-2015
Conduct a market analysis to
determine demand for WCU
courses or programs offered at offcampus locations (possibly
including those co-located with
community colleges, at private
businesses, or stand-alone
operations); through distance
education; and at non-peak times
(including weekends) on the WCU
main campus.
2015-2016
Create a strategic enrollment
management plan that integrates
undergraduate, graduate, transfer,
international, and underrepresented minorities.
Determine technology and other
requirements for distance
education; create five online
courses (most likely in graduate
programs) based on the market
analysis.
If the market analysis indicates a
reasonable demand, determine
what facilities might be available
and determine which courses (or
programs) would be offered at offcampus sites and at non-peak times
on WCU’s main campus.
Determine the faculty available
and willing to teach the courses.
Complete a campus office and
classroom utilization study to
determine requirements for various
types of space for the projected
enrollment.
Working with APSCUF leadership
to eliminate or reduce barriers to
faculty teaching at off-site
locations, through distance
education, and at non-peak times
on WCU’s main campus.
Expand recruiting efforts beyond
traditional markets to possibly
include greater emphasis on
international students, other outof-state students, underrepresented
minorities, military veterans, nontraditional students (esp. those who
would benefit from courses or
programs on weekends or other
non-peak times).
83
Outcome 3.1A, Continued
Achievement
Targets
2013-2014
2014-2015
2015-2016
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Provost, Vice President of External
Operations, Director of Enrollment
Management, Director of Graduate
Enrollment, Enrollment
Management Committee, Dean of
Undergraduate Studies, College
deans, Director of International
Programs, Director of Distance
Education
Provost, Vice President of External
Operations, Director of Enrollment
Management, Director of Graduate
Enrollment, Enrollment
Management Committee, Dean of
Undergraduate Studies, College
deans, Director of Facilities
Management, Director of
International Programs, Director of
Distance Education, APSCUF
leadership
Anticipated
Resources Needed to
Achieve Outcomes:
Cost to conduct market analysis.
Significant time commitment for
certain employees.
Cost for consultant to assist in
development of strategic
enrollment management plan.
Cost to create and teach online
courses.
Cost for additional facilities offsite
or for additional maintenance of
facilities on WCU campus.
Cost for additional faculty and
support services.
Cost for additional recruiters.
Note:
84
Sustainability Goal 3: Objective 3.1
Develop and implement a comprehensive enrollment management plan.
Outcome Measure 3.1B: Ensure that adequate funding is allocated to both the academic mission and support
functions to accommodate the increases in enrollment and to meet the needs of students.
Achievement
Targets
2013-2014
Action Steps to
Project enrollment – for at least
Achieve Outcome(s): a three-year period – by student
level, discipline, and location
(e.g., main campus, south
campus, Graduate Center, other
off-campus site, distance
education, etc.).
Develop funding models and
identify and recommend
potential resources to
accommodate enrollment.
2014-2015
2015-2016
Project enrollment – for at least a
three-year period – by student
level, discipline, and location (e.g.,
main campus, south campus,
Graduate Center, other off-campus
site, distance education, etc.).
Project enrollment – for at least a
three-year period – by student
level, discipline, and location (e.g.,
main campus, south campus,
Graduate Center, other off-campus
site, distance education, etc.).
Develop funding models and
identify and recommend potential
resources to accommodate
enrollment
Develop funding models and
identify and recommend potential
resources to accommodate
enrollment
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Institutional Research,
Enrollment Management
Committee, Director of
Enrollment Management, Office
of Budget & Financial Planning,
Administrative Budget
Committee, College deans
Institutional Research, Enrollment
Management Committee, Director
of Enrollment Management, Office
of Budget & Financial Planning,
Administrative Budget
Committee, College deans
Institutional Research, Enrollment
Management Committee, Director
of Enrollment Management, Office
of Budget & Financial Planning,
Administrative Budget Committee,
College deans
Anticipated
Resources Needed to
Achieve Outcomes:
To be determined
To be determined
To be determined
Note:
Most of costs are yet to be determined; however, operation and maintenance of new space is estimated
between $662,000 and $1,324,000 during the three-year period.
85
Sustainability Goal 3: Objective 3.1
Develop and implement a comprehensive enrollment management plan.
Outcome Measure 3.1C: Commit resources to ensure that required physical plant improvements keep pace with
enrollment growth.
Achievement
Targets
2013-2014
Action Steps to
Project enrollment – for at least
Achieve Outcome(s): a three-year period – by student
level, discipline, and location
(e.g., main campus, south
campus, Graduate Center, other
off-campus site, distance
education, etc.).
2014-2015
2015-2016
Project enrollment – for at least a
three-year period – by student
level, discipline, and location (e.g.,
main campus, south campus,
Graduate Center, other off-campus
site, distance education, etc.).
Project enrollment – for at least a
three-year period – by student
level, discipline, and location (e.g.,
main campus, south campus,
Graduate Center, other off-campus
site, distance education, etc.).
Refine Comprehensive Facilities
Refine Comprehensive Facilities Plan to correspond to projected
Plan to correspond to projected enrollment levels.
enrollment levels.
Engage in feasibility studies.
Engage in feasibility studies.
Design and construct (or renovate
Design and construct (or
facilities) as appropriate.
renovate facilities) as
appropriate.
Refine Comprehensive Facilities
Plan to correspond to projected
enrollment levels.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Institutional Research,
Enrollment Management
Committee, Director of
Enrollment Management, Office
of Budget & Financial Planning,
Administrative Budget
Committee, College deans,
Selected directors, Facilities
Design & Construction,
Facilities Management
Institutional Research, Enrollment
Management Committee, Director
of Enrollment Management, Office
of Budget & Financial Planning,
Administrative Budget
Committee, College deans,
Selected directors, Facilities
Design & Construction, Facilities
Management
Institutional Research, Enrollment
Management Committee, Director
of Enrollment Management, Office
of Budget & Financial Planning,
Administrative Budget Committee,
College deans, Selected directors,
Facilities Design & Construction,
Facilities Management
Anticipated
Resources Needed to
Achieve Outcomes:
To be determined
To be determined
To be determined
Note:
Many facilities improvements are needed just to meet demands of current enrollment; additional enrollment
could further compound this problem.
Engage in feasibility studies.
Design and construct (or renovate
facilities) as appropriate.
86
Sustainability Goal 4: Objective 4.1
Become known as a university that provides an environment where all students and employees feel secure
and are able to perform their best work.
Outcome Measure 4.1A: Review and implement recommendations that result from campus-wide analysis of
campus climate, civility, safety, including related concerns, like sexual assault, sexual harassment, and bullying (e.g.
CCIT, President’s Commission on the Status of Women, Campus Climate Survey, NSSE/BCSSE, etc.). Address the
experiences and needs of vulnerable campus populations, including women, staff, members of the LGBTQ
community, people of color, veterans, and non-traditional and transfer students.
Achievement
Targets
2013-2014
Action Steps to
Gather and review the campusAchieve Outcome(s): wide analysis related to campus
climate, civility, safety, etc.
2014-2015
Implement plan.
2015-2016
Implement plan.
Develop implementation plan.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Student Affairs, Human
Resources, President’s
Commission on the Status of
Women
Student Affairs, Human Resources, Student Affairs, Human Resources,
President’s Commission on the
President’s Commission on the
Status of Women
Status of Women
Anticipated
Resources Needed to
Achieve Outcomes:
To be determined.
To be determined.
Note:
To be determined.
87
Sustainability Goal 4: Objective 4.1
Become known as a university that provides an environment where all students and employees feel secure
and are able to perform their best work.
Outcome Measure 4.1B: Ensure broad dissemination and awareness of resources and policies and procedures
regarding threat assessment, building safety, emergency responsiveness, violence, assault, harassment, mental health.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Determine information that is
Achieve Outcome(s): required to be collected and
disseminated by statute (e.g.,
Clery law, Title IX)
Disseminate information – through Disseminate information – through
a variety of media and trainings – a variety of media and trainings –
required by statute.
required by statute.
Identification of
Public Safety, Students Affairs,
Individuals to Be
Human Resources
Involved In Action
Step Implementation:
Public Safety, Students Affairs,
Human Resources
Public Safety, Students Affairs,
Human Resources
Anticipated
Resources Needed to
Achieve Outcomes:
$5,000
$10,000
$10,000
Note:
Efforts relative to this outcome measure currently are occurring.
88
Sustainability Goal 4: Objective 4.2
Become known as a healthy university through promotion of quality of life and healthy development,
choices, and environments as integral parts of campus life and academics, and support positive physical,
mental and social health messages and behaviors for students, faculty and staff.
Outcome Measure 4.2A: Each year, increase the number of students, faculty and staff engaged in activities to
enhance their positive social, physical, and mental well-being (as measured by the student NSSE Survey and employee
Healthy U program).
Achievement
Targets
2013-2014
Action Steps to
Market and support various
Achieve Outcome(s): programs (e.g., Sykes After
Dark, intramural and club sports,
activities at the Student
Recreation Center, Healthy U,
SEAP).
2014-2015
2015-2016
Market and support various
programs (e.g., Sykes After Dark,
intramural and club sports,
activities at the Student Recreation
Center, Healthy U, SEAP).
Market and support various
programs (e.g., Sykes After Dark,
intramural and club sports,
activities at the Student Recreation
Center, Healthy U, SEAP).
Evaluate existing programs and
services to determine if others
should be offered.
Offer additional programs and
services, as needed.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Human Resources, Student
Affairs Division, Student
Services, Inc., Vice presidents,
deans, directors
Human Resources, Student Affairs Human Resources, Student Affairs
Division, Student Services, Inc.,
Division, Student Services, Inc.,
Vice presidents, deans, directors
Vice presidents, deans, directors
Anticipated
Resources Needed to
Achieve Outcomes:
Minimal funding for marketing
existing programs.
Minimal funding for marketing
existing programs.
On-going program funding from On-going program funding from
the University and Student
the University and Student
Services, Inc.
Services, Inc.
Minimal funding to evaluate
existing programs and services.
Note:
Minimal funding for marketing
existing programs.
On-going program funding from
the University and Student
Services, Inc.
Costs to implement new programs
and services are uncertain.
89
DIVERSITY
Diversity Goal 1: Objective 1.1
Establish a Council for Diversity, Inclusion, and Academic Excellence that will provide campus-wide
leadership in integrating diversity into all aspects of university life. The Council will develop a plan to
advance diversity, inclusion, and equity goals to improve campus climate and make these an integral part
of academic performance and excellence and will assess the University’s progress in these areas.
Outcome Measure 1.1A: By the end of 2015-16, the Council for Diversity, Inclusion and Academic Excellence –
comprised of representation from all campus constituencies and equity groups – will prepare, provide to the campus
and begin implementation of a plan to integrate diversity into all aspects of University life.
Achievement
Targets
2013-2014
Action Steps to
President appoints Council
Achieve Outcome(s): members from Equity Groups on
campus, including the Women’s
Center, Institute for Women,
President’s Commission on the
Status of Women, Multicultural
Affairs, MFC, FDI, FDS,
LGBTQA, OSSD, Faculty
Senate, BSU, LASO, Asian
Student Group, Veterans,
Collective Bargaining groups,
Social Equity. Religious groups,
and others.
Define the charge/mission,
bylaws, infrastructure and
reporting links for the Council.
2014-2015
2015-2016
Assess ongoing University
programs and offices supporting
diverse groups using existing and
new sources of data.
Conduct the Campus Climate
survey and compare results with
previous survey. Use data to
identify areas of improvement.
Reference other Universities’ and
organizations’ and existing
literature to determine the structure
and scope of a strategic diversity
plan.
Finalize the strategic diversity plan.
Begin implementation of the plan.
Prepare a draft strategic diversity
plan for WCU and share with the
campus community for input and
feedback.
As part of the strategic diversity
plan, recommend a formula for
equitable distribution of University
personnel and budget to support
diverse and marginalized groups.
Develop a plan for assessment of
Council initiatives.
Identification of
President’s Cabinet, Office of
Individuals to Be
Social Equity, SGA and the
Involved In Action
Equity Group leadership.
Step Implementation:
Council Members, Social Equity,
Institutional Research
Council members, President’s
Cabinet, University Community
Anticipated
Resources Needed to
Achieve Outcomes:
Allocation of time to Council
members for this work.
Allocation of time for Council
members to do this work.
Allocation of time for Council
members to do this work.
Copying/Data Collection: $500
Copying/Data Collection: $500
Copying/Data Collection: $500
Budget allocation for collection
and analysis of data/Conduct
campus climate survey: $45,000
Budget allocation for collection
and analysis of data. Campus
climate survey: $45,000
Note:
The Council will be a permanent group charged with implementation of the strategic diversity plan and
monitoring the results of the plan via repeated Campus Climate Surveys. The plan will incorporate all
aspects of diversity and take into consideration how diversity will be integrated into the curriculum.
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Diversity Goal 1: Objective 1.2
Strengthen offices and committees that support diverse and historically marginalized populations.
Outcome Measure 1.2A: Provide resources and opportunities for both individual and collaborative activities.
Achievement
Targets
2013-2014
Action Steps to
The Office of Social Equity in
Achieve Outcome(s): collaboration with the Council
on Diversity, Inclusion and
Academic Excellence will
identify the resources available
to support this outcome.
Create an inventory of
offices/departments/committees
that serve equity groups to
determine if all populations
(students, staff, faculty) are
being served.
2014-2015
Prepare to re-administer a campus
climate survey to determine if there
has been a positive change. This
will include analyzing the existing
survey to possibly modify for
improvements and creating a
survey infrastructure so that it can
be redistributed at appropriate
intervals.
2015-2016
Administer a campus climate
survey.
Analyze resulting data to assess
whether there has been positive
change.
The Office of Social Equity in
collaboration with the Council on
Diversity, Inclusion and Academic
The Office of Social Equity in
Excellence continues to identify
collaboration with the Council on new initiatives related to this goal
Diversity, Inclusion and Academic and evaluates the effectiveness of
Excellence continues to identify
current programs.
Based on findings,
new initiatives related to this goal
recommendations will be
and evaluates the effectiveness of
prepared regarding the allocation current programs.
of existing resources (personnel
and operating support) to
maximize effectiveness and to
recommend additional resources
for specific initiatives and
populations.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Office of Social Equity; Council Office of Social Equity; Council on Office of Social Equity; Council on
on Diversity, Inclusion and
Diversity, Inclusion and Academic Diversity, Inclusion and Academic
Academic Excellence;
Excellence; Institutional Research Excellence; Institutional Research
Institutional Research.
Anticipated
Resources Needed to
Achieve Outcomes:
Through University Forum and
the Office of Social Equity,
funding and opportunities for
individual and collaborative
projects are provided annually in
the amount of $30,000. One of
the Council on Diversity’s tasks
will be to evaluate the relative
support provided to offices and
committees that support diverse
and historically marginalized
groups. Additional funding may
be requested in future years.
Note:
Approve budget to create,
Amount to be allocated for new
administer, and analyze the campus initiatives dependent on findings of
climate survey; approximately
assessment conducted in 2013-14.
$45,000.
Budget for incentives to increase
the student response rate to the
survey: $5,000
Amount to be allocated for new
initiatives dependent on findings of
assessment conducted in 2013-14.
The campus climate survey will be re-administered approximately every five years to continue to assess
and make progress on achieving an inclusive climate where everyone has the opportunity to succeed.
Administration should be coordinated with other campus survey projects.
91
Diversity Goal 1: Objective 1.3
Promote trans-cultural literacy, cultural competency, and international education and exchange on campus
throughout the University community, including alumni.
Outcome Measure 1.3A: Implement a comprehensive array of cultural programs to educate the larger community
on culturally diverse groups’ experiences and issues in a variety of approaches and formats.
Achievement
Targets
2013-2014
Action Steps to
LGBTQA will hold 10 sessions
Achieve Outcome(s): of LGBTQA 101 or Ally
Training per year.
2014-2015
2015-2016
Continue programs identified in
2013-14 and develop and offer
additional programs sponsored by
other equity groups.
Continue programs identified in
2014-15 and develop and offer
additional programs sponsored by
other equity groups.
Office of Multicultural Affairs
will hold 10 Speaking of Race
sessions each academic year.
Women’s Center will hold 10
programs per academic year.
ADA programs will be held.
University Forum to provide
RFP opportunities to the campus
community to fund at least 6
programs on issues of equity and
diversity each academic year.
Additional educational
opportunities will be added by
other equity groups.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Council on Diversity, Inclusion
and Academic Excellence:
LGBTQA Coordinator; Office of
Multi-cultural Affairs; Office of
Social Equity; Veteran’s Center;
Women’s Center
Council on Diversity, Inclusion and
Academic Excellence: LGBTQA
Coordinator; Office of Multicultural Affairs; Office of Social
Equity; Veteran’s Center;
Women’s Center
Council on Diversity, Inclusion and
Academic Excellence: LGBTQA
Coordinator; Office of Multicultural Affairs; Office of Social
Equity; Veteran’s Center;
Women’s Center
Anticipated
Resources Needed to
Achieve Outcomes:
Continue to provide University
Forum with $30,000 to support
programming.
Continue to provide University
Forum with $30,000 to support
programming.
Continue to provide University
Forum with $30,000 to support
programming.
Materials for training programs:
$3,000
Materials for training programs:
$3,000
Materials for training programs:
$3,000
Note:
Educational sessions as described above will continue and be expanded throughout the strategic plan
period, although the nature of the programs may change with the times. Programs will include evaluations
to assess learning outcomes.
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Diversity Goal 1: Objective 1.3
Promote trans-cultural literacy, cultural competency, and international education and exchange on campus
throughout our campus community, including our alumni.
Outcome Measure 1.3B: Provide support to departments and faculty to infuse trans-cultural literacy and cultural
competency in the curriculum.
Achievement
Targets
2013-2014
Action Steps to
The Council on Diversity,
Achieve Outcome(s): Inclusion and Academic
Excellence and the Office of
Social Equity will work with
Academic Affairs and the
Curriculum and Academic
Policies Council to identify ways
to support this initiative.
2014-2015
2015-2016
Implement support strategies and
assess their effectiveness.
Continue to investigate additional
ways to support this initiative.
Continue to investigate additional
ways to support this initiative.
Assess the effectiveness of the
support strategies implemented.
Based on the identified
strategies, develop an
implementation plan and, if
necessary, secure resources.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Academic Affairs; Council on
Diversity, Inclusion and
Academic Excellence;
Curriculum and Academic
Policies Council; Office of
Social Equity
Academic Affairs; Council on
Diversity, Inclusion and Academic
Excellence; Curriculum and
Academic Policies Council; Office
of Social Equity
Academic Affairs; Council on
Diversity, Inclusion and Academic
Excellence; Curriculum and
Academic Policies Council; Office
of Social Equity
Anticipated
Resources Needed to
Achieve Outcomes:
To be determined based on
recommendations.
To be determined based on
recommendations.
To be determined based on
recommendations.
Note:
93
Diversity Goal 2: Objective 2.1
Recruit and retain a diverse cadre of faculty, administrators and staff.
Outcome Measure 2.1A: Implement new and proven strategies to recruit and retain diverse faculty, staff, and
administrators that reflect the demographics of the state of Pennsylvania by 2017-18 (current data indicates minority
representation at 20.78% by 2018).
Achievement
Targets
2013-2014
Action Steps to
Continue to provide robust
Achieve Outcome(s): recruitment plans and monitoring
by Social Equity for all tenure
track faculty searches.
2014-2015
Encourage current faculty to invite
URM colleagues who might be
potential applicants for WCU
positions to visit campus as guest
lecturers, etc.
2015-2016
Continue strategies outlined in
previous years and evaluate
progress toward hiring diversity
target (20.78%).
Continue to require robust
diversity recruitment plans for
all administrative and
professional positions.
Provide opportunities for URM
faculty to visit other Universities to
meet with URM doctoral students
to promote WCU as a desirable
Require top level managers to be workplace.
involved in recruiting URM
applicants and stress the
Offer internship or practicum
importance of diversity in all
opportunities in professional
hires.
positions for internal and external
graduate students, similar to FDI
Set annual target for increasing Fellows program
minority representation to reach
2018 target of 20.78%
Offer competitive salaries to attract
top candidates to WCU.
Offer internal opportunities for
URM faculty/staff to serve in
interim positions to acquire
administrative skills and
experience.
Evaluate progress toward hiring
diversity target (20.78%)
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Anticipated
Resources Needed to
Achieve Outcomes:
Office of Social Equity; Human
Resources; Academic
Departments; College Deans;
Managers
Office of Social Equity; Human
Resources; Council on Diversity,
Inclusion and Academic
Excellence; Academic
Departments; College Deans;
Managers
Funding for travel, hotels, etc.
Increase in salary support to attract
top talent.
Office of Social Equity; Human
Resources; Council on Diversity,
Inclusion and Academic
Excellence; Academic
Departments; College Deans;
Managers
94
Diversity Goal 2: Objective 2.2
Recruit and retain diverse cohorts of students.
Outcome Measure 2.2A: Implement new and proven strategies to reduce by 30% the freshman and transfer access
gap, reduce by 50% the achievement gap, and improve by 50% the 6-year graduation rate of under-represented
minority students by the end of 2015-16.
Achievement
Targets
2013-2014
Action Steps to
Hire an additional multicultural
Achieve Outcome(s): recruiter to expand recruitment
activities including for transfer
students and timely follow-up on
incomplete applications.
Develop a marketing campaign
for URM students.
Hire an Admissions Social Media
Coordinator or Consultant to
enhance and maintain admissions
website and social media outreach
to potential applicants.
Implement a wider scope of
recruitment activities to include
transfer- specific recruitment
events (e.g., Transfer Check Us
Out Day, campus tours including
south campus apartments)
Work in conjunction with
department chairs and support
services staff to increase
connection with community
colleges.
Offices of Multicultural Affairs,
OSSD, Women’s Center,
LGBTQA to work with
Admissions to establish a
presence at open house and check
us out day.
Institutionalize support of Shadow
Day, high school Thursdays, and
Ambassador program currently
funded by a grant.
Increase the special admits into
the ADP program.
2014-2015
Develop 2 + 2 transfer programs
with community colleges for
students to complete a 4-year
degree.
Offer an Academic Boost Camp
for URM students identified by
Early Alert or placed on academic
probation.
Hire an Academic Counselor to
work with special admit–
Motivation students to assist with
navigating adjustment to college
life.
Set annual targets to achieve
outcomes by 2015-16. Evaluate
progress and implement changes
as necessary.
2015-2016
Evaluate progress to determine if
outcome measures are achieved by
the end of 2015-16.
95
Outcome 2.2A, Continued
Achievement
Targets
2013-2014
CONTINUED
Identify a cadre of faculty
Action Steps to
partners to connect with firstAchieve Outcome(s): year students.
Publish a photo directory of
faculty partners.
Establish a tradition of a URM
faculty/student reception at the
beginning of each year so URM
students get to know URM
faculty.
Track URM declaration of major
by end of second year and
develop interventions to assist in
making declaration.
Provide additional advising/peer
mentoring to students declaring
Professional Studies major.
Institutionalize support for the
Early Alert Program, currently
funded
Offer Financial Aid workshops
for URM parents and identify
need-based scholarships.
Offer targeted Freshmen Interest
Groups for URM Motivation
students, which pair a first-year
seminar with an introductory
basic skills course.
Restore the Brother-to-Brother
Program with identified faculty
member to coordinate and hire
peer mentors to facilitate
programming with African
American and Latino male
students.
LGBTQA Services to work with
Admissions to establish a
presence at open house and
check us out day.
2014-2015
2015-2016
96
Outcome 2.2A, Continued
Achievement
Targets
2013-2014
2014-2015
2015-2016
Admissions; Enrollment
Management Committee;
Academic Development Program;
Council on Diversity, Inclusion and
Academic Excellence; Financial
Aid; Marketing Committee; OSSD;
Women’s Center; LGBTQA
Services; USSS
CONTINUED
Establish a multi-year mentoring
Action Steps to
program which pairs faculty
Achieve Outcome(s): members with URM students in
their academic departments.
Increase involvement of URM
students in high impact academic
activities such as internships and
study abroad
Set annual targets to achieve
outcomes by 2015-16. Evaluate
progress and implement changes
as necessary.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Admissions; Enrollment
Management Committee;
Academic Development
Program; Council on Diversity,
Inclusion and Academic
Excellence; Financial Aid;
Marketing Committee;
International Programs; OSSD;
Women’s Center; LGBTQA
Services; USSS
Admissions; Enrollment
Management Committee;
Academic Development Program;
Council on Diversity, Inclusion and
Academic Excellence; Financial
Aid; Marketing Committee; OSSD;
Women’s Center; LGBTQA
Services; USSS
Anticipated
Resources Needed to
Achieve Outcomes:
Multicultural Recruiter- SUA2
salary $62,454 plus benefits
Funding for Marketing
Campaign
Funding for additional ADP
students.
Social Media Coordinator –
SUA 2 salary $62,454 plus
benefits
Funding for additional ADP
students.
Brother-to-Brother Program –
Faculty AWA 6 credits per
semester: $22,00
Student wages: $5,000
Brother-to-Brother Program
Faculty AWA 6 credits per
semester: $22,000
Student wages: $5,000
97
Diversity Goal 2: Objective 2.2
Recruit and retain diverse cohorts of students.
Outcome Measure 2.2B: Increase the number of students who are veterans by 5% per year through 2015-16 and
establish support services to promote success and integrate them into the campus community.
Achievement
Targets
2013-2014
2014-2015
Action Steps to
Hire full-time staff to implement Continue activities and services
Achieve Outcome(s): veterans programs.
described in 2013-14.
Develop marketing materials to
support recruitment efforts and
that address veterans’ concerns.
2015-2016
Continue activities and services
described in 2013-14.
Set annual target to reach outcome Determine if measure was met by
measure by 2015-16. Evaluate
end of 2015-16.
results and develop and implement
additional activities as necessary.
Offer expanded support systems:
financial aid, support services,
disabilities, priority scheduling
for active military, etc.
Veteran’s Affairs will work with
the Office of Admissions to
recruit additional veterans to
WCU. This includes
establishing a presence at open
house and check-us-out day.
Set annual target to reach
outcome measure by 2015-16.
Identification of
Veteran’s Center; Admissions
Individuals to Be
Council on Diversity, Inclusion
Involved In Action
and Academic Excellence.
Step Implementation:
Anticipated
Resources Needed to
Achieve Outcomes:
Full-time staff approved and
hired.
Minimal funding may be
required for promotional
literature.
Note:
Veteran’s Center; Admissions
Veteran’s Center; Admissions
Council on Diversity, Inclusion and Council on Diversity, Inclusion and
Academic Excellence.
Academic Excellence.
98
Diversity Goal 2: Objective 2.2
Recruit and retain diverse cohorts of students.
Outcome Measure 2.2C: Increase to 192 the annual international student enrollment at WCU and establish support
mechanisms that promote their success and excellence by the end of 2015-16.
Achievement
Targets
2013-2014
Action Steps to
Develop outreach events with
Achieve Outcome(s): local community colleges
(DCCC, MCCC, HACC) that
target international transfer
students.
Train Center for International
Programs (CIP) staff as a pilot
program to evaluate foreign
credentials for INTERLINK ESL
program applicants.
2014-2015
INTERLINK Language Centers
will offer application directions in
seven languages: Arabic, Chinese,
French, Portuguese, Russian,
Spanish, and Turkish.
Hire a full-time credential
evaluator/ program coordinator to
assess credentials for all WCU
international applicants.
In 2014/2015 and beyond, CIP
Begin annual recruitment visit at recruitment will focus on WCU
American College of Norway
participation at international
(Admissions).
student fairs abroad.
In 2013/14 and beyond,
CIP/INTERLINK recruitment
will focus on establishing
sponsored programs (e.g., with
Saudi Arabia, Qatar,
Kazakhstan, German Academic
Exchange Program, State
Department PLUS Program,
Davis Scholars Program, etc.).
CIP will begin evaluating
credentials for all international
applications.
Scholarships will be developed
to draw international students to
WCU.
Reinstate tuition waivers.
Develop, coordinate and align
new student services specific to
the needs of international
students among CIP,
Admissions, Graduate Studies,
Student Affairs, Housing,
Academic Advising, Tutoring,
International Student
Organizations, etc.
Set annual target to monitor
progress toward meeting this
outcome measure.
2015-2016
Determine if outcome measure is
achieved by the end of 2015-16.
Set new outcome measures for next
phase of the Strategic Plan (201718 through 2019-20).
99
Outcome 2.2C, Continued
Achievement
Targets
CONTINUED
Action Steps to
Achieve Outcome
Measures(s):
2013-2014
2014-2015
2015-2016
Provide international students
with on-campus social and
cultural activities to improve
their transition, and evaluate
their experience.
Set annual target to monitor
progress toward meeting this
outcome measure.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Center for International
Programs (CIP); Assistant
Director of International and
Transfer Admissions
(Admissions); Graduate Studies;
Marketing; Registrar; Student
Affairs, Undergraduate Studies
Center for International Programs
(CIP); Assistant Director of
International and Transfer
Admissions (Admissions);
Graduate Studies; Marketing;
Registrar; Student Affairs,
Undergraduate Studies
Anticipated
Resources Needed to
Achieve Outcomes:
Create 30 new international
graduate assistantships
Independent contractor budget to
develop and maintain translations.
Award 50 new undergraduate
merit/need-based scholarships
(in the form of tuition discounts
of 15-25%).
Full-time credential evaluator/
program coordinator: $75,000.
Provide support for International
students on campus for social
and cultural transition.
Note:
These initiatives will continue and be supplemented throughout the strategic plan period. It is
recommended to explore the role of distance education in attracting International students to WCU.
100
Diversity Goal 2: Objective 2.2
Recruit and retain diverse cohorts of students.
Outcome Measure 2.2D: Implement new and proven strategies to retain students from historically marginalized
groups, such as LGBTQA, students with disabilities, multicultural students and other marginalized populations.
Achievement
Targets
2013-2014
Action Steps to
The Office of Social Equity in
Achieve Outcome(s): collaboration with the Chair of
the Retention Committee and the
Council on Diversity will
establish a task force to identify
strategies for retaining students
from historically marginalized
groups.
2014-2015
2015-2016
Continue to develop and
implement strategies for improving
the retention of historically
marginalized groups.
Continue to develop and implement
strategies for improving the
retention of historically
marginalized groups.
Assess effectiveness of strategies
implemented to achieve this
outcome.
Assess effectiveness of strategies
implemented to achieve this
outcome.
Council on Diversity, Inclusion and
Academic Excellence; Financial
Aid; Retention Committee;
Disabled Services; Office of Social
Equity; Office of Multi-cultural
Affairs; Women’s Center;
LGBTQA Services; USSS
The task force will recommend
strategies to address this goal to
the Council on Diversity,
Retention Committee Chair, and
Director of Social Equity for
review.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Council on Diversity, Inclusion
and Academic Excellence;
Financial Aid; Retention
Committee; Disabled Services;
Office of Social Equity; Office
of Multi-cultural Affairs;
Women’s Center; LGBTQA
Services; USSS
Council on Diversity, Inclusion
and Academic Excellence;
Financial Aid; Retention
Committee; Disabled Services;
Office of Social Equity; Office of
Multi-cultural Affairs; Women’s
Center; LGBTQA Services; USSS
Anticipated
Resources Needed to
Achieve Outcomes:
Strategies requiring new
resources will be submitted for
funding to the Administrative
Budget Committee.
Strategies requiring new resources Strategies requiring new resources
will be submitted for funding to the will be submitted for funding to the
Administrative Budget Committee. Administrative Budget Committee.
Note:
101
ENGAGEMENT
Engagement Goal 1: Objective 1.1
Strengthen the understanding of engagement and its impact on student learning and academic excellence.
Outcome Measure 1.1A: Establish a campus-wide process for promoting awareness of the benefits of and
opportunities for external collaborations and entrepreneurship by June. 30, 2015.
Achievement
Targets
Action Steps to
Achieve Outcome(s):
2013-2014
2014-2015
2015-2016
The Office of External Operations
convenes a Committee of campus
leaders involved in external
collaborations to develop a plan
for promoting the benefits of and
opportunities for entrepreneurial
engagement with external partners
to the campus community.
Implement communication plan to
promote external partnerships
across campus.
Evaluate the results.
Finalize communication plan to
promote external partnerships
across campus.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Advancement, External
Operations, Public Relations,
Student Services, Inc., WCU
Foundation, Web Services
Advancement, External
Operations, Public Relations,
Student Services, Inc., WCU
Foundation, Web Services
Anticipated
Resources Needed to
Achieve Outcomes:
Staff Time
Staff Time
102
Engagement Goal 1: Objective 1.3
Encourage and provide support for expanded field-based and service learning opportunities.
Outcome Measure 1.3A: The Office of Service Learning & Volunteer Programs will work with Academic Affairs
(Service Learning Faculty Associate and work group) to increase the number of course sections offering servicelearning by 12% (4% each year) by June 2016.
Achievement
Targets
2013-2014
Action Steps to
Begin tracking the number of
Achieve Outcome(s): faculty consultations and new
courses created to establish
baseline.
Assess colleges reporting servicelearning courses and community
agency partnerships and develop
strategies for more reporting to
occur.
Research a course distinction for
service-learning and community
engagement classes which will
allow us to better capture courses
being offered
Advertise and promote office
resources and consultations
Continue outreach to departments
Coordinate at least one workshop
for faculty about incorporated
service-learning into their
classroom
2014-2015
Continue to count the servicelearning courses offered and the
volunteer hours taking place.
2015-2016
Continue to count the servicelearning courses offered and the
volunteer hours taking place.
Continue to improve the reporting Continue to improve the
tool used by faculty, students, and reporting tool used by faculty,
community agencies.
students, and community
agencies.
Work with the Curriculum and
Academic Policies Council to
begin the process of creating a
course designation for servicelearning.
Continue to work with the
Curriculum and Academic
Policies Council to create a
course designation for servicelearning.
Continue outreach to departments Continue outreach to departments
Coordinate at least one workshop
for faculty about incorporated
service-learning into their
classroom
Coordinate at least one workshop
for faculty about incorporated
service-learning into their
classroom
Continue participation in new
faculty orientation
Continue participation in new
faculty orientation
Director of the Office of ServiceLearning and Volunteer Programs
(OSLVP), Service-Learning
Faculty Associate, ServiceLearning Faculty Work Group,
Deans, Department Chairs,
Provost, Staff, Students,
Curriculum and Academic
Policies Council, and Faculty.
Director of the Office of ServiceLearning and Volunteer
Programs (OSLVP), ServiceLearning Faculty Associate,
Service-Learning Faculty Work
Group, Deans, Department
Chairs, Provost, Staff, Students,
Curriculum and Academic
Policies Council, and Faculty.
Continue participation in new
faculty orientation
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Director of the Office of ServiceLearning and Volunteer Programs
(OSLVP), Service-Learning
Faculty Associate, ServiceLearning Faculty Work Group,
Deans, Department Chairs, Provost,
Staff, Students, Curriculum and
Academic Policies Council, and
Faculty.
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Outcome 1.3A, Continued
Achievement
Targets
2013-2014
Anticipated
Resources Needed to
Achieve Outcomes:
Assistant Director position in the
Office of Service Learning &
Volunteer Programs hired to
support development of
community and faculty
partnerships that
host/support/provide/sustain
service learning opportunities.
This position will like by a SUA2:
$67,191.
2014-2015
2015-2016
Personnel:
Assistant Director, $70,000.
Clerical staff hired, $55,000
Personnel:
Assistant Director, $73,000.
Clerical staff, $57,000
Continue funding for the ServiceLearning Faculty Associate for a
two semester per year
appointment.
Continue funding for the ServiceLearning Faculty Associate for a
two semester per year
appointment.
Continue funding for the ServiceLearning Faculty Associate for a
two semester per year appointment.
Find adequate office space and
fund resources for OSLVP.
Secure funding for full-time
clerical support.
Purchase and/or develop a database
on campus for tracking faculty,
student, and community partner
information.
Note
The Assistant Director position is proposed not only for this outcome measure but for all OSLVP
initiatives within the Strategic Plan.
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Engagement Goal 1: Objective 1.4
Provide a single point of contact for external stakeholders seeking University expertise and promotion of
University services to external stakeholders.
Outcome Measure 1.4.A: Provide a single point of contact for external stakeholders seeking University expertise
and promotion of University services to external stakeholders.
Achievement
Targets
2013-2014
Action Steps to
Office of External Operations
Achieve Outcome(s): assumes responsibility for this
objective.
Create a plan to serve as a
clearinghouse for partnerships
with external organizations that
benefit WCU and the potential
partner.
2014-2015
2015-2016
Operate Office of External
Operations & Partnerships.
Continue to operate Office of
External Partnerships/Operations.
Hire a full-time manager to
implement activities to the meet
this objective.
Set specific office goals related to
developing partnerships between
WCU and external organizations
based on University priorities and
connecting external organizations to
potential University partners.
Set specific office goals and
implement tactics to develop
partnerships between WCU and
Seek resources to implement this external organizations based on
Evaluate results.
objective including to support
University priorities and connect
personnel and outreach activities. external organizations to potential
University partners.
Evaluate results.
Individuals to Be
Responsible for
Action Step
Implementation:
President , VP for External
Operations
Anticipated
Personnel: 0
Resources Needed to Operating: $25,000
Achieve Outcomes: Office Furniture: $15,000
Technology: $5,000
Office Space: TBD
Note:
VP for External Operations
VP for External Operations
Personnel: $100,000
Operating: $20,000
Personnel: $105,000
Operating: $30,000
In addition to its role in developing off-campus academic/training programs, it is intended that the office
will work with regional organizations/institutions/companies to develop new partnerships with WCU;
collaborate with division/unit leadership to identify priorities for new relationship development; refer all
external inquiries to relevant campus offices for further relationship development and management;
develop an infrastructure at WCU for tracking and managing relationships with all external and
community partners.
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Engagement Goal 1: Objective 1.5
Use technology to centralize information so students, faculty and staff can readily access engagement
opportunities.
Outcome Measure 1.5.A: Implement and use 25Live services and systems to centralize University calendars and
ticketing systems, providing a fully centralized calendaring and scheduling system by 2015.
Achievement
Targets
2013-2014
Action Steps to
Web Team in collaboration with
Achieve Outcome(s): campus users establishes a plan
to purchase and implement the
25Live System to provide
students, faculty, and staff with
access to engagement
opportunities.
2014-2015
2015-2016
25Live installed, staff trained, and Web Team continues to operate and
system goes live.
update as necessary.
Evaluate use/effectiveness of site. Evaluate use/effectiveness of site.
Identify staff and consultants
required to design and
implement the on-line tool.
Individuals to Be
Responsible for
Action Step
Implementation:
Web Team; in collaboration with
Athletics; CVPA; Cultural &
Community Affairs; Public
Relations & Marketing;
Registrar; Student Affairs,
Student Services, Inc.
Web Team; in collaboration with
Athletics; CVPA; Cultural &
Community Affairs; Public
Relations & Marketing; Registrar;
Student Affairs, Student Services,
Inc.
Web Team; in collaboration with
Athletics; CVPA; Cultural &
Community Affairs; Public
Relations & Marketing; Registrar;
Student Affairs, Student Services,
Inc.
IS Staff Time: $10,000
Software purchase: $50,000
Site Maintenance: $5,000
Consultants: $10,000
Site Maintenance: $5,000
Consultant(s)
Anticipated
Resources Needed to
Achieve Outcomes:
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Engagement Goal 1: Objective 1.7
Prepare students to be global citizens.
Outcome Measure 1.7A: By 2015-16, the Center for International Programs (CIP) will add five new agreements
between WCU and other universities and institutions around the world in which faculty and students are engaged in
cultural and educational exchanges.
Achievement
Targets
2013-2014
Action Steps to
Publish MS Excel inventory of
Achieve Outcome(s): existing international articulation
agreements (i.e., contracts, MOAs,
and MOUs) to campus community
with following columns: partner
institution, college, department,
faculty sponsor, country, city,
contract type.
2014-2015
2015-2016
List of agreements is expanded
into an online database of
international partnerships and
WCU faculty expertise.
The process of measuring and
formulating goals for future desired
partnerships will repeat itself every
year to keep online database
current.
Two new agreements
completed.
Using the list as a resource,
academic departments will define
the international partnerships that
are the most important for their
teaching, learning, and research
missions. Departments will also
formulate goals for future desired
partnerships.
By the end of the 2014/2015
academic year, WCU will have 15
strategic partnerships for
international bilateral student
and/or faculty/scholar exchange.
Three new agreements completed.
.
CIP will updates list as agreements
are added and further refined.
In 2013/2014, the list of
international articulation
agreements will be published
online in real time. That is, as
departments define new
international partnerships,
programs, and faculty expertise,
CIP will make this information
available through an online
database of expertise/partnerships.
Identification of
Center for International Programs
Individuals to Be
(CIP), Academic departments
Involved In Action
measure and formulate goals.
Step Implementation:
Academic departments
measure and formulate goals.
Academic departments measure
and formulate goals.
CIP advisory committee serves
as a resource for departments
as they have questions on
process; updates database.
CIP advisory committee serves as a
resource for departments as they
have questions on process; updates
database.
Anticipated
Resources Needed to
Achieve Outcomes:
Commitment from Information
Services to develop and
maintain backend of expertise
and partnership database.
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Engagement Goal 1: Objective 1.7
Prepare students to be global citizens.
Outcome Measure 1.7B: Annual participation in study and research abroad will increase to 500 students for
2015/2016 (Current baseline: 2011/2012 study abroad participation is 150).
Achievement
Targets
2013-2014
Action Steps to
Center for International
Achieve Outcome(s): Programs (CIP) continues to
refine written procedures on
application and risk
management, contracting, and
budgeting for faculty and
departments developing
international experiences for
their students.
CIP will publish report for
campus community on study
abroad participation by college,
major, destination, and program.
Work with Admissions and
Public Relations & Marketing to
promote the program to students
through print and electronic
communications including social
media.
Participants total 250.
2014-2015
2015-2016
All colleges will identify/measure The program development process
which study/research/internship
will repeat itself annually to keep
abroad programs are of strategic online database materials current.
importance to their mission.
Departments integrate sequence
By April 2015, all colleges will
study abroad into their curriculum
have defined at least two
so that students can go abroad
signature international programs without falling behind.
for majors and minors. (facultyled study abroad, international
By the end of the 2015/16,
internships, research, bilateral
colleges will have international
exchange, service learning).
programming in place that can
accommodate 15% of their
Departments will define the
students by graduation.
academic rationale for offering
the programs abroad. Department Work with Admissions and Public
advising will assist students so
Relations & Marketing to promote
that the international experience is the program to students through
well articulated in the curriculum. print and electronic
communications/social media.
Work with Admissions and Public
Relations & Marketing to
Participants total 500.
promote the program to students
through print and electronic
communications/social media.
Participants total 350.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Center for International
Programs, academic
departments, Legal Counsel,
Business and Finance,
Contracting, PR & Marketing,
Publications
CIP, Colleges, Tenure and
Promotion Committee, academic
departments, CIP advisory
committee, Business and Finance,
WCU Foundation, PR &
Marketing, Publications
CIP, Colleges, academic
departments, Business and
Finance, WCU Foundation,
CIP advisory committee, PR &
Marketing, Publications
108
Outcome 1.7B, Continued
Achievement
Targets
Anticipated
Resources Needed to
Achieve Outcomes:
2013-2014
Marketing/promotional costs
($10,000)
2014-2015
$15,000 per college in annual
grant opportunities for faculty that
encourage study abroad program
development activities.
1 FTE (SUA 2 = $67,191
including benefits): Program
coordinator for CIP to support
program development, marketing,
risk and application management,
advising, and budget
management.
$100,000 in annual travel-grant
support for study abroad
participants. One-time awards
would amount be between $1000
and $1500 depending on program
location.
2015-2016
Each college should establish at
least $15,000 in annual grant
opportunities for faculty that
encourage study abroad program
development activities.
1 FTE (SUA 2 = $67,191
including benefits): Program
coordinator for CIP. Position
focus will support AVP and PD on
faculty program development,
marketing, risk and application
management, advising, and budget
and cost center management.
$100,000 in annual travel-grant
support for study abroad
participants. One-time awards
would amount be between $1000
and $1500 depending on program
location.
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Engagement
Goal 1, Objective 1.7
Prepare students to be global citizens.
Outcome Measure 1.7C: Create a new major in Global Studies.
Achievement
Targets
2013-2014
Action Steps to
Feasibility study to project
Achieve Outcome(s): interest and impact for the
region
Individuals to Be
Responsible for
Action Step
Implementation:
2014-2015
Refine CAPC Proposal, get
CAPC and Provost approval
Develop the course of study,
syllabi, and assessment plan
Coordinate advertising with
Marketing Committee and
Admissions for 2015-entering
class.
Political Science Department,
Management Department,
Languages and Culture
Department
Political Science Department,
Management Department,
Languages and Culture
Department,
Marketing Committee,
Admissions, Publications
Anticipated
Cost of feasibility study
Resources Needed to ($25,000)
Achieve Outcomes:
Faculty AWA for development
Identify additional faculty,
facilities, equipment, and
resources to implement the
program
Marketing and Admissions
resources ($10,000)
2015-2016
First cohort of students is accepted
into the program and assessment of
first cohort begins.
Same as 2014-15.
110
Engagement Goal 2, Objective 2.1
Strengthen WCU’s regional, national, and international visibility and reputation.
Outcome Measure 2.1A: Based on findings from the market research, develop and implement a plan to increase
WCU’s perceived value locally and throughout the Mid-Atlantic region by June 2016.
Achievement
Targets
2013-2014
2014-2015
2015-2016
Action Steps to
Implement a comprehensive
Achieve Outcome(s): marketing plan to strengthen
WCU’s image in Pennsylvania,
New Jersey, and Delaware
generating inquiries for both
graduate and undergraduate
programs as prioritized by the
Enrollment Management
Committee.
Implement the market research
study of the Mid-Atlantic region.
Plan and implement long-term
promotional strategies to improve
the likelihood that target
audiences in extended market
geographies are reached and the
desired messages are received.
Identification of
PR & Marketing, Marketing
Individuals to Be
Committee, Center for Social &
Involved In Action
Economic Policy Research
Step Implementation:
PR & Marketing, Marketing
Committee, Center for Social &
Economic Policy Research
Develop marketing plan around
findings of research assessment.
Targeted enrollment priorities
include out-of-state students,
graduate education, distance and
off-site offerings.
Stay consistent with the goal of
WCU’s marketing program: to
generate increased inquiries to
Evaluate results.
University programs while
Establish initial expanded markets enhancing brand awareness and
Design a market research study for focusing efforts.
equity in support of multiple
of the Mid-Atlantic region
goals in the Strategic Plan.
focusing on New York
Hire a Media Specialist/
City/Long Island; northern New Coordinator to expand visibility
Continue comprehensive
Jersey; Metro Washington, DC; in all forms of regional print and marketing initiatives focused on
and Virginia.
electronic media.
Greater Philadelphia with
The study will establish a
adjustments based on evaluation
baseline for assessing WCU’s
Continue comprehensive
of results.
image/ visibility in those regions marketing initiatives focused on
targeting college-age students
Greater Philadelphia with
Evaluate results.
and parents of college-age
adjustments based on evaluation
students.
of results.
Anticipated
Resources Needed to
Achieve Outcomes:
Provide $1.2 million base budget Market Study: $100,000
for marketing initiatives.
Media Specialist/Coordinator
Salary & Benefits:$80,000
Operating Budget: $15,000
PR & Marketing Department
Marketing Committee
Allocate $500,000 for MidAtlantic marketing tactics.
Media Specialist./Coordinator
Salary & Benefits: $82,000
Operating Budget: $15,000
Sustain annual base funding.
Sustain annual based funding.
Note:
The new Media Specialist Coordinator is required to achieve Engagement Outcome 2.1B as well as this
outcome.
111
Engagement Goal 2, Objective 2.1
Strengthen WCU’s regional, national, and international visibility and reputation.
Outcome Measure 2.1B: By June 30, 2016, increase the coverage of WCU by print and electronic media by
50% over 2011-12 levels as measured by the number of stories printed and number of appearances in the media.
Achievement
Targets
2013-2014
Action Steps to
Regularly identify and pitch
Achieve Outcome(s): faculty and alumni stories to
press.
Collaborate with the WCU
Alumni Association and
Foundation to keep abreast of
alumni accomplishments.
Update the News & Events
webpage at least three times per
month with news stories
highlighting campus events,
faculty research and campus
announcements.
Meet with regional media to
determine story interests.
2014-2015
2015-2016
Hire and train new Media
Continue all functions from
Specialist/Coordinator. Establish previous year.
goals for continuing expansion of
media appearances.
Set new goals for media
visibility.
Establish relationships with media
and faculty.
Evaluate results (print and
electronic media appearances
Update and expand the Faculty
increased by 50% by June 30,
Expert Guide.
2015.
Continue all functions from
previous year.
Evaluate results (print and
electronic media appearances
increased by 25% by June 30,
2015.
Receive funding approval for
new position: Media Specialist/
Coordinator
Evaluate results.
Identification of
Public Relations and Marketing
Individuals to Be
Advancement
Involved In Action
Step Implementation:
Public Relations and Marketing
Advancement
Public Relations and Marketing
Advancement
Anticipated
Resources Needed to
Achieve Outcomes:
Implement Media Relations
Specialist position in the Public
Relations department.
Media Specialist Coordinator
Staff salary and benefit: $80,000
Operating budget: $15,000
Media Specialist Coordinator
Staff salary and benefit: $80,000
Operating budget: $15,000
Note
The new Media Specialist Coordinator is required to achieve Engagement Outcome 2.1A as well as this
outcome.
112
Engagement Goal 2, Objective 2.2
Strengthen the appreciation of WCU’s excellence and accomplishments within the University community.
Outcome Measure 2.2A: Increase WCU’s main social media (12,200 likes/fans and 5,300 followers) by 20%
by June 30, 2015.
Achievement
Targets
2013-2014
Action Steps to
Permanently fund the Web
Achieve Outcome(s): Marketing Specialist position.
Implement a social media
marketing plan to support each
goal of the WCU marketing
plans.
2014-2015
2015-2016
Continue all action steps outlined
in 2013-14.
Continue all action steps outlined
in 2014-15.
Evaluate results (a 20% increase
in social media activity from
2011-12 results was achieved).
Set new goals for social media
visibility.
Evaluate results.
Continue to hire and train 2-3
social media interns each
semester to assist in updating
and posting to WCU’s main
social networks.
Analyze analytics/demographics
of current social networks.
Report to the Marketing
Committee each month.
Post engaging and interactive
posts that attract prospective
and current students, parents,
alumni, faculty, staff and the
community.
Develop campus training
sessions to teach departments
how to implement/manage
social media.
Keep abreast of new
technologies, and best practices.
Identification of
Web Marketing Specialist
Individuals to Be
Public Relations & Marketing
Involved In Action
Marketing Committee
Step Implementation:
Web Marketing Specialist
Public Relations & Marketing
Marketing Committee
Web Marketing Specialist
Public Relations & Marketing
Marketing Committee
Anticipated
Permanent position/funding for
Resources Needed to the Web Marketing Specialist
Achieve Outcomes: position was approved.
$2,500 annually to market WCU’s Continue funding at $2,500.
social media, promote posts
relating to marketing goals, and
collaborative marketing efforts
related to social media (i.e.
alumni social networks,
admissions social networks)
113
Engagement Goal 2, Objective 2.2
Strengthen the appreciation of WCU’s excellence and accomplishments within the University community.
Outcome Measure 2.2B: Identify and implement methods for promoting WCU’s unique programs, research,
and events to the campus community by June 30, 2015.
Achievement
Targets
2013-2014
Action Steps to
Review the current vehicles
Achieve Outcome(s): used to share information with
the campus community.
Develop strategies for using
existing communication tools
(such as “This Week at WCU”)
and developing new methods
for sharing unique programs,
research, and events with the
campus community including
students.
2014-2015
Implement strategies. Examples
may include:
Expand the content of “This
Week at WCU” to include
special stories on unique
programs/successes.
2015-2016
Continue strategies implemented
in 2014-15.
Implement the WCU common
calendar to incorporate
conferences, cultural events and
performances.
Include conferences and camps Implement an online form on the
in the current “Events this
PR and Marketing website to
Month” webpage.
allow faculty and staff to submit
upcoming events, meetings,
Use the Unique Venues
conferences, etc. PR can promote
webpage service to better
the submissions through news
promote conferences and
stories, event listings, the
WCU as a meeting space.
homepage and social media.
Promote conferences and
unique programs via social
media which faculty staff, and
students may review.
Streamline the way tickets are
sold and publicized to oncampus constituents.
Charge the department of Public
Relations and Marketing to
develop an integrated marketing
plan for enrichment activities to
build campus community
participation.
Share research activities with
the campus through the WCU
website, social media, emails,
and publications.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Anticipated
Resources Needed to
Achieve Outcomes:
Note:
Public Relations and Marketing
Cultural and Community Affairs
Sponsored Research, Academic
Affairs, Student Affairs
Public Relations and Marketing
Cultural and Community Affair
Sponsored Research, Academic
Affairs, Student Affairs
Public Relations and Marketing
Cultural and Community Affairs
Sponsored Research, Academic
Affairs, Student Affairs
Staff time to implement strategies. Staff time to implement strategies.
Research Results Report for both
internal and external distribution
($15,000).
Research Results Report for both
internal and external distribution
($15,000).
Ticketing system is currently under the control of Sykes Student Union.
114
Engagement Goal 3, Objective 3.1
Pursue partnerships with West Chester Borough, surrounding Townships, and the region promoting
shared goals and visions.
Outcome Measure 3.1.D:.Enhance the partnership between the Borough and WCU by sponsoring a minimum of
eight meetings each year with the Campus Community Coalition.
Achievement
Targets
2013-2014
Action Steps to
At least once a year, brief
Achieve Outcome(s): municipal leaders and
neighbors on University’s
planned facilities projects and
other plans that may affect the
community.
Provide targeted briefings to
selected neighbors regarding
specific planned facilities
projects that may affect them.
Conduct four meetings of the
Borough & University
Official’s Group (BUOG).
President meets at least twice
per year with the West Chester
Mayor.
2014-2015
2015-2016
At least once a year, brief
municipal leaders and neighbors
on University’s planned facilities
projects and other plans that may
affect the community.
At least once a year, brief
municipal leaders and neighbors on
University’s planned facilities
projects and other plans that may
affect the community.
Provide targeted briefings to
selected neighbors regarding
specific planned facilities projects
that may affect them.
Provide targeted briefings to
selected neighbors regarding
specific planned facilities projects
that may affect them.
Conduct four meetings of the
Borough & University Official’s
Group (BUOG).
Conduct four meetings of the
Borough & University Official’s
Group (BUOG).
President meets at least twice per
year with the West Chester
Mayor.
President meets at least twice per
year with the West Chester Mayor.
Individuals to Be
Responsible for
Action Step
Implementation:
Office of the President, VP for
Administration & Finance, VP
for Student Affairs, Executive
Director of Facilities Design &
Construction, Executive
Director of Facilities
Management
Office of the President, VP for
Administration & Finance, VP for
Student Affairs, Executive
Director of Facilities Design &
Construction, Executive Director
of Facilities Management
Office of the President, VP for
Administration & Finance, VP for
Student Affairs, Executive Director
of Facilities Design &
Construction, Executive Director
of Facilities Management
Anticipated
Resources Needed to
Achieve Outcomes:
$1,000
Available time of individuals to
plan, develop and provide
presentations
$1,000
Available time of individuals to
plan, develop and provide
presentations
$1,000
Available time of individuals to
plan, develop and provide
presentations
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Engagement Goal 3: Objective 3.2
Improve community involvement in WCU programs and events.
Outcome Measure 3.2A: The University will annually involve neighbors and community groups form the
Borough/Townships in at least four (4) high profile community service, athletic, educational/cultural/social events.
Achievement Targets
Action Steps to
Achieve Outcome(s):
2013-2014
2014-2015
Extend a Presidential Invitation
to the County Commissioners,
Township Supervisors,
Borough Mayor, and Council
members to join the President at
least twice per year at
University special events.
Extend a Presidential Invitation to
the County Commissioners,
Township Supervisors, Borough
Mayor, and Council members to
join the President at least twice
per year at University special
events.
2015-2016
Extend a Presidential Invitation to
the County Commissioners,
Township Supervisors, Borough
Mayor, and Council members to
join the President at least twice per
year at University special events.
Invite campus neighbors to attend
Invite campus neighbors to attend two WCU events annually (e.g.,
two WCU events annually (e.g.,
athletic, performing arts, and
athletic, performing arts, and
community service events).
community service events).
The President’s Office will consult
The President’s Office will
with the leadership of the specific
The President’s Office will
consult with the leadership of the special event to determine which
consult with the leadership of
specific special event to
events will be selected for
the specific special event to
determine which events will be
government official and neighbors.
determine which events will be selected for government official
Invitations will be issued.
selected for government official and neighbors. Invitations will be
and neighbors. Invitations will issued.
be issued.
Invitations designed by Graphics Invitations designed by Graphics &
Invitations designed by
& Printing Shop.
Printing Shop.
Graphics & Printing Shop.
Invite campus neighbors to
attend two WCU events
annually (e.g., athletic,
performing arts, and
community service events).
Individuals to Be
Responsible for
Action Step
Implementation:
Office of the President, VP for
Student Affairs, VP for
Advancement & Sponsored
Research, Student Services,
Inc., WCU Foundation
Anticipated Resources $5,000
Needed to Achieve
Outcomes:
Office of the President, VP for
Student Affairs, VP for
Advancement & Sponsored
Research, Student Services, Inc.,
WCU Foundation
Office of the President, VP for
Student Affairs, VP for
Advancement & Sponsored
Research, Student Services, Inc.,
WCU Foundation
$5,000
$5,000
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Engagement Goal 3: Objective 3.2
Improve community involvement in WCU programs and events.
Outcome Measure 3.2B: Cultural arts will create and implement a plan to grow attendance at campus arts events
from 75,000 to 100,000 by June 30, 2016.
Achievement Targets
Action Steps to
Achieve Outcome(s):
2013-2014
Complete plan to increase
awareness of campus cultural
arts programs to both internal
and external constituencies.
2014-2015
Continue all action steps
outlined in 2013-14.
2015-2016
Continue all action steps outlined in
2013-14.
Implement the WCU common
Evaluate results. Attract 100,000
calendar to incorporate
guests to campus cultural arts events
Based on awareness plan, create conferences, cultural events and by June 30, 2016.
and implement a marketing plan performances.
to promote cultural arts
programs.
Alleviate the parking issue by
publicizing open parking lots
Improve functionality of website more clearly on the website,
to improve customer service.
offer parking and directions after
a user purchases tickets online,
Consult with Cultural Arts
better signage in areas, etc.
advisory board to select acts that
attract a broad range of
Charge the department of Public
constituencies.
Relations and Marketing to
develop an integrated marketing
Streamline the way tickets are
plan for enrichment activities to
sold and publicized. Currently, build on the existing Department
customers purchase tickets either of Cultural and Community
online, over the phone or inAffairs’ support.
person depending on event.
Customers should be able to
Evaluate results. Attract 93,000
purchase any WCU ticket in all guests to campus cultural arts
of these ways.
events by June 30, 2014.
Test ticketing services to ensure
it is user-friendly and intuitive.
Conduct at least two visiting
lectures as part of the new
Presidential Lecture Series.
Attendance totals 85,000.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Cultural and Community Affairs Cultural and Community Affairs Cultural and Community Affairs
Anticipated Resources
Needed to Achieve
Outcomes:
$50,000 for marketing
Lecture series expenses $75,000
(does not include anticipated
income)
Continue investment in
Continue investment in marketing of
marketing of cultural arts events. cultural arts events.
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Engagement Goal 4: Objective 4.1
Expand alumni communication, programming and outreach efforts to connect students with new
opportunities for engagement and build relationships between alumni and their alma mater.
Outcome Measure 4.1A: Double the number of alumni events held regionally and across the nation by June 30,
2015 (base year 2011-12).
Achievement Targets
Action Steps to
Achieve Outcome(s):
Identification of
Individuals to Be
Involved In Action
Step Implementation:
2013-2014
2014-2015
2015-2016
Identify locations where alumni Continue all action steps outlined
reside/affinity groups and plan in 2013-14.
10 new events.
Based on event volume, add a
Sustain current events.
Graduate Assistant to help with
the development of and
Engage alumni volunteers,
arrangements for additional
vendors, and community when events.
possible.
Coordinate an additional 10
Coordinate 50 events in total.
events, bringing the total to 60
events.
Continue all action steps outlined in
2013-14 and 2014-15.
Office of Alumni Relations
WCU Foundation
Office of Alumni Relations
WCU Foundation
Anticipated Resources $10,000 ($1,000 per new event
Needed to Achieve
)
Outcomes:
Office of Alumni Relations
WCU Foundation
Set new goals for event sponsorship.
Additional $10,000 ($1,000 per
new event )
Add Graduate Assistant: $6,000
Note:
Should there be a substantial increase in the work load associated with planning and execution of events,
additional staffing might be needed.
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Engagement Goal 4: Objective 4.1
Expand alumni communication, programming and outreach efforts to connect students with new
opportunities for engagement and build relationships between alumni and their alma mater.
Outcome Measure 4.1B: The Twardowski Career Development Center (TCDC) will increase the services and
support offered to alumni clients 6% (2% per year) by June 30, 2015.
Achievement
Targets
2013-2014
Action Steps to
Promote career services to
Achieve Outcome(s): alumni once per semester via
the Ramblings e-newsletter.
Promote career services to
alumni once per semester via
WCU Alumni Facebook and
LinkedIn groups.
2014-2015
Continue all action steps outlined
in 2013-14.
2015-2016
Continue all action steps outlined
in 2014-15.
Explore a WCU Alumni
Review outcomes and determine
Magazine article promoting career future outcomes.
services.
Add link to TCDC alumni web
site from the Alumni
Association site.
Identification of
Career Development Center,
Individuals to Be
Director and Assistant Directors
Involved In Action
Step Implementation: Collaboratively accomplished
with Director, Alumni
Relations and staff
Anticipated
As increased alumni usage of
Resources Needed to the career center has already
Achieve Outcomes: taken place during the poor
economy and job market.
Should there be a substantial
increase in alumni services
demand (above the stated goal),
additional TCDC staffing might
be needed.
Note:
Career Development Center,
Director and Assistant Directors
Career Development Center,
Director and Assistant Directors.
Collaboratively accomplished
with Director, Alumni Relations
and staff
Collaboratively accomplished with
Director, Alumni Relations and
staff
.
If an increase in alumni usage of career services (as measured by appointment and drop-in volume) is
not realized, more frequent outreach to alumni will be implemented. Based on this three-year period,
future goals for increasing service to alumni will be determined according to anticipated need and
TCDC staffing availability.
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Engagement Goal 4: Objective 4.1
Expand alumni communication, programming and outreach efforts to connect students with new
opportunities for engagement and build relationships between alumni and their alma mater.
Outcome Measure 4.1C: The Office of Fraternity and Sorority Life will create a Greek Alumni Advisory Board
to foster involvement by former fraternity and sorority members and to increase support for current campus
chapters by June 30, 2014.
Achievement
Targets
2013-2014
Action Steps to
Cross reference historical
Achieve Outcome(s): fraternity/sorority membership
rosters (from both WCU and
National Fraternity/Sorority
Headquarters) with WCU
Foundation database.
2014-2015
2015-2016
Continue meetings of the Greek
Alumni Advisory Board.
Continue meetings of the Greek
Alumni Advisory Board.
Student Involvement and
Leadership Director; Fraternity
and Sorority Life Director;
Alumni Relations; Director, WCU
Foundation; Student Affairs
Admin. Asst.; National
headquarters staff for all
fraternities/sororities
Student Involvement and
Leadership Director; Fraternity
and Sorority Life Director;
Alumni Relations; Director,
WCU Foundation; Student
Affairs Admin. Asst.; National
headquarters staff for all
fraternities/sororities
Staff time
Office supplies, printing, and
postage not to exceed $2,000.
Potential sponsorship for
meetings off-campus.
Funding for meetings/events
not to exceed $2,500.
Staff time
Office supplies, printing, and
postage not to exceed $2,000.
Potential sponsorship for
meetings off-campus.
Funding for meetings/events
not to exceed $2,500.
Identify and train officers by
outreaching to past and present
officers of all Alumni
Association chapters, being
conscious that the makeup of the
Board reflects the diversity of
the fraternity/sorority
community.
Establish a meeting calendar and
series of events that kick off with
spring 2014 Commencement.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Student Involvement and
Leadership Director; Fraternity
and Sorority Life Director;
Alumni Relations; Director,
WCU Foundation; Student
Affairs Admin. Asst.; National
headquarters staff for all
fraternities/sororities
Anticipated
Staff time
Resources Needed to Office supplies, printing, and
Achieve Outcomes:
postage not to exceed $2,000.
Potential sponsorship for
meetings off-campus.
Funding for Commencement
Kickoff event not to exceed
$2,500.
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Engagement Goal 4: Objective 4.1
Expand alumni communication, programming and outreach efforts to connect students with new
opportunities for engagement and build relationships between alumni and their alma mater.
Outcome Measure 4.1D: Complete renovation of a facility for Alumni Relations and events by June 30, 2014.
Achievement
Targets
2013-2014
Action Steps to
Achieve Outcome(s):
Design renovation plan approved
by the WCU Foundation and the
WCU Alumni Association.
Renovation approval received
from West Goshen Township.
Select contractor to undertake
renovations.
Finalize project financing.
Begin construction and complete
project by April 2014.
Relocate staff to new facility and
launch programs and events.
Identification of
Alumni Relations, WCU
Individuals to Be
Foundation. Advancement
Involved In Action
Step Implementation:
Anticipated
Resources Needed to
Achieve Outcomes:
$2.5 million dollars
No University dollars will be
required for this project. Funds
provided by the WCU Alumni
Association and Foundation.
2014-2015
2015-2016
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Engagement Goal 4: Objective 4.2
Increase the number of alumni actively engaged in educational and other campus activities.
Outcome Measure 4.2A: Increase the number of alumni participating in student co-curricular and volunteer
activities by 25 percent by June 30, 2015.
Achievement Targets
Action Steps to
Achieve Outcome(s):
2013-2014
2013-2014
2014-2015
Identify existing alumni
engagement across campus with
a particularly focus on Student
Affairs and Academic Affairs.
Implement activities to recruit
alumni to participate in identified
student co-curricular and
volunteer activities.
Implement activities to recruit
alumni to participate in identified
student co-curricular and volunteer
activities.
Establish a baseline participation Maintain database of alumni
figure.
engagement.
Maintain database of alumni
engagement.
Develop a database of
departments engaging alumni in
their activities as well as alumni
participants.
Implement new opportunities for
alumni to engage with students.
Implement new opportunities for
alumni to engage with students.
Continue to identify new
opportunities for alumni to
engage in student co-curricular
and volunteer activities.
Continue to identify new
opportunities for alumni to engage
in student co-curricular and
volunteer activities.
Under the leadership of the
Alumni Office, assemble
staff/faculty involved with
alumni and identify ways to
Increase the number of alumni
expand alumni involvement with participants by 10 percent over
existing programs and encourage 2012-13.
alumni engagement with new
events/programs.
Increase the number of alumni
participants by 25 percent over
2012-13.
Invite alumni to campus to
brainstorm how to recruit alumni
to participate in student cocurricular and volunteer.
Survey other institutions to see
how they coordinate volunteer
programs for alumni.
Individuals to Be
Alumni Relations, Academic
Responsible for Action Affairs (ADP, Honors College,
LARC, etc.), Student Affairs and
Step Implementation:
Student Services, Inc.
(Leadership Programs, Multicultural Affairs, Residence Life,
Service Learning, Student
Organizations, etc.), Information
Systems
Alumni Relations, Academic
Affairs (ADP, Honors College,
LARC, etc.), Student Affairs and
Student Services, Inc. (Leadership
Programs, Multi-cultural Affairs,
Residence Life, Service Learning,
Student Organizations, etc.),
Information Systems
Alumni Relations, Academic
Affairs (ADP, Honors College,
LARC, etc.), Student Affairs and
Student Services, Inc. (Leadership
Programs, Multi-cultural Affairs,
Residence Life, Service Learning,
Student Organizations, etc.),
Information Systems
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Outcome 4.2A, Continued
Anticipated Resources
Needed to Achieve
Outcomes:
Assign a quarter-time manager
to oversee development of
opportunities for alumni to
engage with student cocurricular and volunteer
activities and recruit alumni
participants ($18,000).
Quarter-time manager to oversee
development of opportunities for
alumni to engage with student cocurricular and volunteer activities
and recruit alumni participants
($18,000).
Assign a quarter-time secretary Quarter-time secretary to
to assemble and maintain alumni assemble and maintain alumni
engagement database ($8,000).
engagement database ($8,000).
Office space.
Quarter-time manager to oversee
development of opportunities for
alumni to engage with student cocurricular and volunteer activities
and recruit alumni participants
($18,000).
Quarter-time secretary to assemble
and maintain alumni engagement
database ($8,000).
Office space.
Office space.
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Engagement Goal 4: Objective 4.2
Increase the number of alumni actively engaged in educational and other campus activities.
Outcome Measure 4.2B: Alumni mentor program developed with at least 50 alumni participants and at least 100
student participants by June 30, 2015.
Achievement
Targets
Action Steps to
Achieve Outcome(s):
2013-2014
Based on 2012-13 planning,
launch program.
2014-2015
Continue all activities outlined in
2013-14.
2015-2016
Continue all activities outlined in
2014-15.
Promote volunteer opportunities Hold at least two career panels
Set new goals for alumni and
via social media, website, and e- per semester.
student participation.
newsletter.
Promote mentoring opportunities
Identify alumni who can provide to students.
extern/internships and job
shadowing at their places of
Build upon current program using
employment.
information obtained from the
first year of the program.
Identify alumni who will return
to campus to speak to students.
Evaluate results. At least 50
alumni and 100 students
Implement Volunteer Module in participate in activities.
Raisers Edge to track volunteers.
Reach out to academic and
administrative offices to
cultivate and engage student
participation.
Identification of
Individuals to Be
Involved In Action
Step Implementation:
Career Development Center,
Alumni Relations, WCU
Foundation. Student Affairs,
Undergraduate Studies and
Student Support Services
Career Development Center,
Alumni Relations, WCU
Foundation. Student Affairs,
Undergraduate Studies and
Student Support Services
Career Development Center,
Alumni Relations, WCU
Foundation. Student Affairs,
Undergraduate Studies and
Student Support Services
Anticipated
Resources Needed to
Achieve Outcomes:
Purchase of the Raisers Edge
Volunteer Module: $10,000.
Maintenance agreement for the
Volunteer Module: $5,000.
Maintenance agreement for the
Volunteer Module: $5,000.
Maintenance agreement for the
Volunteer Module: $5,000.
Travel, refreshments, space
reservation for events and
activities: $2,000.
Travel, refreshments, space
reservation for events and
activities: $2,000.
Travel, refreshments, space
reservation for events and
activities: $2,000.
Additional staffing might be
needed as the program develops.
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APPENDIX A
STRATEGIC PLANNING STEERING COMMITTEE
NAME
DEPARTMENT
Dr. Roberta Snow, Co-Chair
Dick Swain, Co-Chair
Management Department
Library Administration
Len Altieri
Dr. Chris Awuyah
Dr. Mahrukh Azam
Dr. Don Barr Dean
Terry Beattie
Dr. Laurie Bernotsky
Dr. Anthony J. Cataldo
Mary Clark
Dr. Eli DeHope
Treiva Dungee
Dee Giardina
Mary Ann Hammond
Danielle Holzmann
Angela Howard
Jerry James
Dr. Carolyn Jimenez
Dr. Cliff Johnston
Dr. Linda L. Lamwers
Dr. Peter Loedel
Dr. Vicki McGinley
Mark Mixner
Dr. Paul Morgan
Dr. Joyce Munro
Dr. Mark Pavlovich
Richard Przywara
Mame Purce
Becky Ross
Dr. Harvey Rovine
Eric Ruggeri
Mary Pat Werley
Student (Undergraduate)
English Department
Chemistry Department
College of Health Sciences
Athletics Department
Political Science Department
Accounting Department
English Department
Social Work Department
Information Services
Facility Design and Construction Office
Student Health and Wellness Center
Student (Graduate)
International Programs
Custodial Services
Sports Medicine Department
Mathematics Department
Vice President for Academic Affairs/Provost
Political Science Department
Special Education Department
Vice President for Administration and Finance
College of Education, WCU Sustainability Coordinator
College of Education
Vice President for Advancement & Sponsored Research
WCU Foundation
Library
Career Development Services Office
Theater and Dance Department
Public Safety Office
Provost Office
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APPENDIX B
COMPREHENSIVE ORGANIZATIONAL ASSESSMENT: EXECUTIVE SUMMARY
West Chester University
Strategic Plan – Building on Excellence
An Overview of the WCU’s Internal and External Environments
October 6, 2011
Introduction
WCU has embarked on developing a new strategic plan that will build on its current Plan for
Excellence. The goal of any strategy process is to shape an organization’s future. The first step in that
process is to develop an understanding of current factors affecting the organization both internally and
externally. Creating an assessment that is rich in information informs the organization of possible future
directions it might take as well as the resources needed.
Over the past two years, WCU has engaged in an extensive series of internal and external
assessments. These include the Middle States Self-Study 2011, the Comprehensive Facilities Plan, and
the Campus Climate Survey. A number of task groups were assembled to assess innovative ideas
proposed by the campus community. These include groups dedicated to assessing Distance Education,
Winter Session, the Academic Year Model, Differential Graduate Tuition, and International opportunities.
A program of marketing research was put into place. Finally, a Strategic Planning Steering Committee
was formed with the initial charge of producing a scan of broader external events, trends and issues
currently affecting WCU.
This document provides a summary of the key findings of those efforts. It is intended to provide
a starting point for understanding the opportunities and challenges facing WCU as it moves forward.
The information is presented in two sections; 1) the internal environment and 2) the external environment.
Each section contains key factors or “drivers” that can contribute to or hamper WCUs ability to advance
as an educational institution in the coming years.
The Internal Environment
Based on the numerous studies cited in the introduction and confirmed by the independent 2011
Middle States Evaluation Team report, WCU is a robust institution with significant organizational
strengths. These include:
A Clear Institutional Identity
WCU is characterized in its mission statement as “offering high- quality undergraduate
education, select post-baccalaureate and graduate programs, and a variety of educational and
cultural resources for its students, alumni and citizens of southeastern Pennsylvania.” The
campus community and the Borough of West Chester recognize and support this mission
statement.
A Successful History of Strategic Planning
The Plan for Excellence contains seven priorities that have guided WCU over the past 10 years.
These are (1) meeting the educational and cultural needs of the region, (2) making student success
the institution’s defining characteristic, (3) improving diversity, (4)investing in the professional
126
development of faculty and staff, (5) diversifying physical and fiscal resources, (6) developing an
environmentally sustainable campus, and (7) internationalizing the campus. Significant
measurable progress has been made in each of these areas.
A Successful History of Integrated Operational Planning
WCU has undertaken coordinated planning activities aligned with both its mission and the
strategies outline in the Plan for Excellence. These efforts are well-documented in the
Comprehensive Campus Facilities Plan, the Five-Year Spending Plan, the Plant Fund Work
Plan, the University Capital Fund Plan, and the Institutional Enrollment and Marketing Plan.
Assessment data measuring progress toward institutional goals are regularly collected and
reported for monitoring purposes.
A History of Sound Fiscal Practices
WCU has consistently employed a number of processes that ensure good fiscal management. It is
in compliance with PASSHE financial regulations, has an independent audit annually, and
employs a budget process that aligns its annual operating budget with WCU’s mission and goals.
A Move to Green Energy
WCU is in the process of replacing its coal-fired heating and cooling system with a geothermal
system, achieving considerable cost savings and reducing the campus’s carbon footprint.
Significant Community Involvement
WCU has a strong history of service learning and engagement in the southeast Pennsylvania
region.
A Successful Business Model for Providing Student Housing
University Student Housing, LLC (USH), a subsidiary of the WCU Foundation, has developed
and managed new residence halls for approximately 2,000 students. Net income from these
projects is held at the WCU Foundation for the University’s use.
Significant Advances in Fundraising Performance
The Advancement Division is responsible for fundraising, and recently was given oversight of
externally funded grants and contracts. A successful $35 million capital campaign was recently
completed, and the new focus on grants should support expanded faculty scholarship.
Partnerships
An array of regional and international partnerships has been established. From academic
programs developed with industry partners to cultural arts collaborations and community-based
research projects, WCU has embraced collaborations as a means to extend its mission.
While WCU is recognized for its educational programming and strong infrastructure, there are
also several challenges facing the institution:
127
Capacity
WCU has experienced an increase in applications and admissions over the past two decades. As a
result, the facilities and resources of the institution are approaching their limits. Access for
qualified students to a WCU education is a critical issue.
Diversity
Increasing and infusing a diverse student population and work force has been challenging for a
number of reasons. At times the lack of diversity has impacted the overall campus climate.
Under-developed Distance Education Capabilities
WCU has not developed its distance education capabilities to the extent that many of its
competitors have. Recently WCU has made an investment in building its distance education
function.
Distributed Leadership Structure
While WCU’s distributed leadership structure has been in large measure the reason for its success
in the past decade, this structure can lead to institutional silos and missed opportunities. The
challenge is to coordinate activity without the institution losing its responsiveness. In addition,
distributed leadership is not fully understood or fully embraced by all University employees.
An Aging Workforce
Currently, a large percentage of the WCU workforce is at or nearing retirement age. This could
result in a significant loss of intellectual capital and institutional memory.
The External Environment
In developing the external scan, the WCU Strategic Planning Steering Committee, was divided
into subcommittees, each charged with assessing a certain portion of the external environment. The
groups were working from the PEST model that divides the external environment into 4 quadrants:
political, economic, socio-cultural, and technological. In addition a fifth area, higher education, was
assessed to provide an overview of what was happening in the larger “industry.” The key findings of this
work are briefly summarized here in point form. A more detailed organizational assessment that includes
internal factors as well will be finalized when the Committee reconvenes in the fall.
Political Environment
Each of the findings reflects a long-term trend that was already established during the
development of WCU’s Plan for Excellence. There is little to suggest that these trends will
change or reverse in the near future.
1. Education is increasingly viewed as a private good as opposed to a public good. This is
reflected in the ongoing decline in government support for public institutions of higher
learning.
128
2. There is an increased push for accountability on multiple levels. On both the federal and state
levels the number of regulations has increased. Accrediting bodies and institutional funders
increasingly stress quantitative performance measures.
3.
There is local concern over campus growth and its impact on the tax base and town-gown
relations. Universities generally create a net positive economic and social impact on their
communities. However, the idea persists in many communities that commercial or residential
development would be a better use of campus land.
Economic Environment
Two important trends reflect changes that must be managed going forward.
1. Great economic uncertainty or “turbulence” is reflected on all levels – from global to
individual. Debt, the possibility of inflation, and intergenerational transfers of wealth creating
new funding sources (bequests), will pose a challenge for institutions attempting to balance
their resources.
2. Increasing regional labor market demand requiring post-secondary education. It is estimated
that in the next 20 years 57% of the jobs in Pennsylvania will require post-secondary
education. For universities in the southeast Pennsylvania region, the challenge becomes one
of how to anticipate and then meet the labor market demand for skilled workers in high
priority areas such as business and management, information technology, engineering,
healthcare, and education.
Socio-cultural Environment
Demographic and normative findings reflect permanent changes the social and cultural fabric.
The question becomes one of how to best reach students who learn differently.
1. Within the next two decades the number of traditional college age students in WCU’s
primary service area will decline by as much as 10%.
2. The potential student body will become increasingly diverse in terms of age, race, location,
national origin, and disabilities.
3. “Millennial Students” are fundamentally different from their predecessors in terms of
preparation, expectations, electronic influences, and mental health issues. Students’ readiness
for college will continue to decline, while their need for support services will increase.
Technological Environment
The work of the university is largely technology dependent. Key findings indicate that rates of
technological change and improvement will not slow.
1. Technology, both hardware and software, continues to evolve at a rapid rate. This includes
classroom technology as well as technology that supports administration and
communications.
129
2. Maintaining a technologically up-to-date work force is a constant challenge requiring
ongoing commitments to training and support.
Higher Education Environment
There are several issues specific to higher education that pose opportunities as well as challenges.
1. There is an ongoing debate over the role of liberal arts and professional education. What role
should each or both play in undergraduate education?
2. The academic workforce is changing. There is an increasing number of second career
academics and temporary faculty.
3. Universities have become thought leaders and exemplary institutions in environmental
sustainability.
4. Public universities continue to face the challenges associated with being parts of larger
systems in terms of policy and resource decisions. Therefore WCU will have to integrate its
plans with the PASSHE strategic planning goals. In addition, state funding for public higher
education will continue to decline while government regulations and collective bargaining
agreements place significant limits on entrepreneurial opportunities.
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APPENDIX C
STAKEHOLDERS ENGAGED IN THE PLANNING PROCESS
More than 2,000 individuals participated in the development of the Building on Excellence Strategic Plan
through group meetings, surveys, and open forums. Stakeholders involved in the creating the Plan
include:
Governance Groups:
WCU Council of Trustees
WCU Alumni Association Board of Directors
WCU Foundation Board of Trustees
Faculty and Staff:
Academic Affairs Key Communicators Group
Assessment Advisory Committee
Athletics Advisory Board
Athletic Coaches
Council of Chairs
Council of Professional Education
Cultural Arts Group
Curriculum & Academic Policies Council
Custodial Staff
Department Chairs by College
Disability Committee
Distance Education Task Force
Divisional Managers & Staff (by Division)
Academic Affairs
Administration & Finance
Advancement & Sponsored Research
Information Services
Student Affairs
Faculty Senate
Frederick Douglass Institute
Graduate Coordinators
LGBTQA Concerns Committee
Library Services
Manager’s Association
Multi-cultural Faculty Commission
President’s Cabinet
President’s Council
Service Learning & Volunteer Programs
University Budget Committee
University Forum
Students:
Active Minds
Commuter Student Association
Graduate Student Association
International Students
Resident Hall Association
Student Athletes
Student Government Association
Student Organizations
Collective Bargaining Groups:
American Federation of State, County, &
Municipal Employees
Association of Pennsylvania State College and
University Faculty
Pennsylvania Nurses Association
Security, Police, & Fire Professionals of America
State College & University Professional
Association
External Constituencies:
Alumni
Community College Representatives
Leadership Donors
Parents
Regional Employers/Industry Representatives/
Non-Profit Representatives
Regional Federal, State, and Local Government
Representatives
Regional School District Representatives
West Chester Borough and West Goshen and East
Bradford Township Residents
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APPENDIX D
STRATEGIC PLANNING FISCAL SUB-GROUP AND CHARGE
SUB-COMMITTEE MEMBERS
Sub-committee Members
Department
Dr. Tom Andrews
Economics & Finance Department
Dr. Jen Bacon
English Department
Dr. Cindy Benzing
Economics & Finance Department, Chair
Dr. Laurie Bernotsky*
Political Science Department;
MPA Program Director
Treiva Dungee*
Academic Computing Information Services
Bernadette Hinkle, Subcommittee Chair*
Assistant Vice President Finance & Business
Services
Dr. Sandra Kerr
Psychology Department
Dr. Lynn Monahan
Health Sciences Department
Dr. Mark Pavlovich*
Vice President for Advancement
Dr. Dave Perri
Management
Mary Pat Werley*
Provost Office
* Designates Member of Strategic Planning Steering Committee
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APPENDIX D, Continued
STRATEGIC PLANNING FISCAL SUB-GROUP AND CHARGE
FISCAL SUB-GROUP CHARGE
Overview/Mission
West Chester University continues to operate in a declining resource environment that places
new and unique challenges on the strategic planning process and attainment of the goals resulting
from this process. Many have labeled the decline in Commonwealth support for its institutions
of high education over the last 20 years as a “new operational normal” for public higher
education. Recognizing the impact of this fiscal environment on the future of West Chester
University, the Strategic Planning Steering Committee has chosen to establish a Fiscal SubGroup to assist in developing a fiscal note to strategic planning and to assist with formulating a
plan for financing West Chester University that is part of the Strategic plan itself
Sub-Group Goals
The following draft goals have been identified to guide the Fiscal Sub-Group in structuring its
activities. The Sub-Group is encouraged to work with the Strategic Planning Steering
Committee to refine this preliminary set of goals and align them with the overall mission of the
strategic planning process.




Determine revenue needs of WCU to meet estimated increases in the costs of operating
the University based on 1, 5 and 10-year projections.
Determine the additional costs/savings of implementing goals and objectives that are
identified in WCU’s new strategic plan.
Identify opportunities to enhance current revenue sources and create new sources of
revenue to West Chester University.
Develop an action plan to develop new revenue growth based on the fiscal enhancement
opportunities identified.
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APPENDIX E
FISCAL SUB-GROUP REVENUE ENHANCEMENT REPORT
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135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
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APPENDIX F
THEME TEAM MEMBERS
Academics
Enrichment
Sustainability
Diversity
Engagement
Dr. Linda Lamwers*
Academic Affairs
Dr. Matt Bricketto*
Student Affairs
Mark Mixner*
Finance &
Administration
Dr. Barb Schneller*
Social Equity
Dr. Mark Pavlovich*
Advancement &
Sponsored Research
Dr. Jen Bacon
English
Adel Barimani
Information Services
Tom Clark
Facilities Design
Dr. Tim Brown
Communication
Studies
Dr. Tom Andrews
Economics &
Finance
MaryAnn Hammond
Student Health &
Wellness
Dr. Tim Blair
College of Visual &
Performing Arts
Mike Maloy
Human Resources
Dr. Idna Corbett
Undergraduate
Studies
Dr. Mary Braz
Communication
Studies
Dr. Vernon Harper**
Academic Affairs
Ellen DiSanti
New Student
Programs
Dr. Paul Morgan**
Sustainability
Coordinator,
Education
Dr. Eli DeHope**
Undergraduate
Social Work
Chris Brenner
Sykes Student Union
Administration
Dr. Rodney Mader
English
Treiva Dungee**
Academic
Computing
Dr. Dave Perri
Management
Dr. Sandra Kerr
Psychology
Tracey Dukert
Alumni Relations
Dr. Jeff Osgood**
Public
Administration
Mel Josephs
Student Services,
Inc.
Tom Purce
Residence Life &
Housing Services
Dr. David Wright
International
Programs
Becky Ross**
Career Development
Dr. Ken Witmer
Education
Dr. Harvey Rovine
Theatre & Dance
Dr. Hyoejin Yoon
English
Dr. Ray Zetts
Health Sciences
Melissa Rudolph
Public Relations &
Marketing
Dr. John Villella
Visual & Performing
Arts
* Theme Team Chair
** Theme Team Co-chair
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APPENDIX G
PENNSYLVANIA STATE SYSTEM OF HIGHER EDUCATION
PERFORMANCE MEASURES
2012-2017
MEASURES MANDATED BY THE STATE SYSTEM FOR ALL MEMBER UNIVERSITIES
Student Success Measures
Measure 1: Degrees Conferred
Description: Pennsylvania will need 57% of the adult population to have a post-secondary credential by
the year 2025 to meet the Commonwealth’s expected work force needs. Currently, only 38% of the state’s
working age adults hold at least a two-year degree. To meet these work force needs, the Commonwealth
must increase degree attainment by an average of 5.5% each year through 2025.
Sub-measure 1A: Number of degrees Conferred
This sub-measure evaluates the increase in the number of degrees conferred (associate, bachelor’s
and graduate). The University has met this performance if the measure is at or above the
established target.
Sub-measure 1B: Undergraduate degrees per 100 FTE undergraduate enrollment
This sub-measure evaluates the combined total of associate’s and bachelor’s degrees conferred
during an academic year per 100 undergraduate FTE generated during the same academic year.
Non-degree and certificate-seeking students are not included in the undergraduate FTE. The
University has met this performance measure if the percentage is at or above the established
target.
Measure 2: Closing the First-time Freshmen Achievement Gaps
Description: The Access to Success (A2S) initiative is a project of the National Association of System
Heads (NASH) and The Education Trust. The goal of the initiative is to reduce the college-going and
graduation gaps that exist for low-income and minority freshman students. A2S compares the six-year
graduation rates for Pell recipients (proxy for Lower Income or LI) to Non-Pell students and
Underrepresented Minority Students (URM) to majority students.
Sub-measure 2A: Closing the First-Time Freshmen Achievement Gap for Pell Recipients
The University has met this performance if measure is at or above the established target.
Sub-measure 2B: Closing the First-Time Freshmen Achievement Gap for URM Students
The University has met this performance if measure is at or above the established target.
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Access Measures
Measure 1: Closing the Access Gaps for First-Time Freshmen
Description: The Access to Success (A2S) initiative is a project of the National Association of System
Heads (NASH) and The Education Trust. The goal of the initiative is to reduce the college-going and
graduation gaps that exist for low-income and minority students. A2S compares the economic and racial
diversity of the System’s entering first-time freshmen with the diversity of the state’s high school
graduates. For income, the percentage of entering students who were Pell Grant recipients is compared
with the percentage of high school graduates classified as lower income (LI), those students with family
incomes below 200% of the poverty level. For race/ethnicity, the percentage of entering students who
were Underrepresented Minorities (URMs) is compared with the percentage of high school graduates who
were URMs in the state.
Sub-measure 1A: Closing the Access Gap for First-Time Freshmen Pell Recipients
The University has met this performance if the measure is at or above the established target.
Sub-measure 1B: Closing the Access Gap for First-Time Freshmen URM Students
The University has met this performance if the measure is at or above the established target.
Measure 2: Faculty Diversity
Description: This measure is intended to evaluate the diversity of the instructional faculty at each
institution. Race/ethnicity and gender will be the indicators used to determine the overall diversity of the
instructional faculty. All employee data is as of fall census.
Sub-measure 2A: Percent of faculty who are non-majority persons
University performance on each sub-measure will be measured as follows:
50% based upon performance at or above the established target;
50% based upon at least meeting the average scores of similar institutions.
Sub-measure 2B: Percent of tenured faculty who are female
University performance on each sub-measure will be measured as follows:
50% based upon performance at or above the established target;
50% based upon at least meeting the average scores of similar institutions.
Stewardship Measures
Measure 1: Private Support
Description: Annual amount of private funds raised by University and Foundations.
Private funds raised - Annual fund raising is categorized by the following eight giving sources: Alumni,
Parents, Other Individuals, Foundations, Corporations, Religious Organizations, Fundraising Consortia
and Other Organizations. Within these giving sources, information about annual giving is collected by
the type of giving offered. These types are Outright Giving (current operations), and Outright Giving
159
(capital purposes). The Outright Giving amounts for both current operations and capital purposes are
included in the annual giving measure in their dollar amount as reported to CAE. Deferred giving
pledged gifts or bequest intentions are not counted in the annual giving amount.
University performance on this measure will be based upon performance at or above the
established target.
MEASURES SELECTED BY THE UNIVERSITY FROM AMONG MEASURES PROVIDED BY
THE STATE SYSTEM
Student Success Measures
Measure 3: Student Persistence
Description: This measure evaluates students’ persistence from first year to third year and first year to
fourth year. Cohorts of first-time/full-time students are used in this analysis. This measure does not
require a certain level of credit attainment each year.
Sub-measure 3A: Student persistence from fall of freshman year to fall of third year
The University performance will be measured as follows:
Performance at or above the established target;
At least meeting the average scores of similar institutions participating in the study for
third year persistence;
Sub-measure 3B: Student persistence from fall of freshman year to fall of fourth year (.34)
The University performance will be measured as follows:
Performance at or above the established target for fourth-year persistence.
Measure 6: Closing the Achievement Gaps for Transfer Students
Description: The Access to Success (A2S) initiative is a project of the National Association of System
Heads (NASH) and The Education Trust. The goal of this portion of the initiative is to reduce the collegegoing and graduation gaps that exist for low-income and minority transfer students. A2S compares the
six-year graduation rates for Pell recipients (proxy for Lower Income or LI) to Non-Pell students and
Underrepresented Minority Students (URM) to majority students.
Sub-measure 6A: Closing the Transfer Achievement Gap for Pell Recipients
The University has met performance if the measure is at or above the established target.
Sub-measure 6B: Closing the Transfer Achievement Gap for URM Students
The University has met performance if the measure is at or above the established target.
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Stewardship Measures
Measure 4: Instructional Productivity
Description: Number of student credit hours divided by total FTE instructional faculty.
University performance will be measured as follows:
Based upon performance at or above the established target;
Based upon at least meeting the average peer performance.
MEASURES PROPOSED BY THE UNIVERSITY ACCEPTED BY THE STATE SYSTEM
Access Measures
Measure 1:
International Student Enrollment
Description: WCU’s new strategic plan includes the following objective: “Facilitate WCU students’
global understanding through an increase in the number of international students enrolled and through
increases in international opportunities such as study-abroad programs, faculty and student exchanges,
and research.” To assess progress toward increasing international enrollment and influence, WCU is
proposing the following two sub-measures: 1) doubling international enrollment and 2) closing the gap in
international enrollments by 50 percent.
Recommended capacity-building strategies for 2012-13 include:
1. Establishing an ESL program through an accredited outside vendor (with recruiting abilities
in Asia, Latin America and the Middle East).
2. Developing a local agreement with APSCUF related to ESL educational opportunities.
3. Establishing oversight for ESL via a Faculty Advisory Committee.
4. Increasing by five the number of MOU’s and MOA’s with institutions outside of the USA for
student exchange or partnerships.
5. Establishing relationships with at least two foreign embassies engaged in student university
enrollment in the US.
6. Designate individuals in Admissions and Grad Office as International Student Enrollment
Counselors.
7. Develop partnership with Delaware County Community College for dual admissions for
International Students.
For year one (Fall 2012) WCU will report achievement on the seven capacity-building strategies.
In years two through five, performance will be evaluated on international enrollment growth, both
individually and compared to peers.
Measure 2: Distance Education Enrollment
Description: Recognizing the increasingly critical role distance education will play in providing access
to higher education, WCU’s new strategic plan includes the following objective: “Develop and strengthen
the university’s distance education program and advance plans for developing and marketing online
courses and programs.”
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Sub-measure 2A, Part 1: Increasing Number of Students Enrolled in Distance Education to
5% of the population in 5 years
WCU is proposing to increase the percentage of its total student body taking at least one distance
education course to five percent of the population by fall 2016.
Sub-measure 2A, Part 2: Increasing Number of Students Enrolled in Distance Education to
5% of the population in 5 years
Recognizing the initial year focus on capacity-building, the recommended strategies to be
assessed include:
1.
2.
3.
4.
5.
6.
7.
8.
Revising the business model for distance education.
Integrate Distance Education Marketing into the university marketing plan.
Use social media tool to market distance education.
Hiring an additional instructional designer to support growing online course development
needs.
Working with the curriculum committee to establish a modality review committee.
Ramping up IT support:
A. Launch video solution services (integrated into D2L).
B. Expand virtual test proctoring service for DE students (pilot conducted Spring 12).
C. Create D2L training videos for DE students, and provide self-check
assessment options at the end of each video tutorial.
D. Offer training for new synchronous online conferencing tool.
Implement quick admit process for non-degree students via student portal.
Hiring faculty with distance education responsibilities.
Sub-measure 2B: Exceed National Average Annual Growth Rate in Percent of Students
Taking at least One Distance Education Course based on a Peer Comparison
The University has chosen as a goal to yearly exceed the 3-year average annual growth rate in
distance education enrollments over the 5 year plan.
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APPENDIX H
STRATEGIC PLAN ASSESSMENT AND ADVOCACY COMMITTEE CHARGE
Charge
Strategic Plan Assessment & Advocacy Committee

The Committee will use the designated technology and other data collection
methods to track and assess the progress being made toward achieving Phase 1
Strategic Plan objectives and outcome measures.

The Committee will reach out to the University community, including Cabinet, to
obtain information that could assist in advancing achievement of Phase 1 goals and
objectives.

The Committee will assign its members to one of five sub-groups to monitor the
Theme’s progress through interaction with related offices and/or groups and the
use of report tracking information.

Each year the Committee will consult with Divisions and units to identify additional
objectives and outcome measures to be pursued in the upcoming year

While functioning as an autonomous group, the Committee will develop, submit and
present to the President and Cabinet an annual report no later than May 15th each
year. The report will outline the progress made, issues to be addressed and
recommendations for new and revised objectives and outcome measures.

Each fall semester, the Committee will prepare and share with the University an
executive summary of their report including a summary of accomplishments.

A Cabinet member will be identified to serve as a liaison between Cabinet and the
Committee Co-Chairpersons.
LAD:ar 08/12/13