DSU's Strategic Plan - Part 1

Goal 1

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 1 Promote student success and increase retention and completion rates at all degree levels Strategy #1 Develop comprehensive recruitment approaches that are more academically focused

What work was completed this year?

Three to Four Accomplishments: • In partnership with UMAC, created a more comprehensive, academically-focused viewbook, incorporating the information gathered in the Active Learning.Active Life Feedback Survey.

• Redesigned the admissions letter and welcome packet making it more collegiate, celebratory, and engaging.

• Created a new presentation to show during the post high school tour and other recruitment events which mirrors the viewbook and is more academically-focused and inline with brand messaging.

• Incorporated academic information sessions into our freshman DSU Preview recruitment events.

Outcomes/results/findings?

Based on the identified outcomes; include conclusions and recommendations. • Average GPA of admitted students has gone from 3.27 in 2016 (6904 admits) to 3.35 in 2018 (8262 admits) to date • Average ACT composite for admitted students has gone from a 20.12 in 2016 to a 20.80 in 2018). • We awarded academic scholarships to more students this year so far (5418) as compared to last year (4191) and increased numbers in the top scholarship category for resident freshmen from 250 in fall 2017 to 371 for fall 2018 and from 23 to 45 for non resident freshmen.

Plan(s) for the upcoming year Three to Four compared to established benchmarks: • Continue improving academic quality with partner organizations (i.e. EAB, Collegefish/PTK) • Continue to highlight Honors Program in presentations and at recruitment events to increase number of applications from new, incoming students to that program • Continue to improve and expand our campus visit programs to include academically-focused sessions and information and potentially offer a leadership weekend in conjunction with our developing leadership academy • Reformat and update departmental FAQ sheets in partnership with UMAC and make them accessible electronically • Make improvements to website to maximize Search Engine Optimization (SEO)/content, User Experience (UX), calls to action (inquiry, application, visit), analytics

Strengths, Weaknesses, Opportunities, Threats Could be people, financial, structural, operational related‌that your team experienced this year.

Strengths -Faculty, deans and advisors supported and participated in DSU Preview academic sessions -Great feedback from counselors and students on Utah Tour presentation

Weaknesses -Budget – we lacked budget monies to accomplish some of our goals -Lack of personnel to improve processing which impacted admissions response time

Opportunities -Leveraged social media in admissions process to impact yield through new admissions packet -Success breeds success. Recruiting higher achieving students has a ripple effect and gives us momentum to continue to enroll these academically stronger students.

-We were able to show the new presentation to both seniors and juniors with the double post-high school tour this year.

Threats -Open enrollment so we admit everyone regardless of academic profile -Offering more of our top scholarships will increase discount rate

Structured Enrollment G1S2 Retention for Academically At-Risk Students

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Implemented mandated structured enrollment program for new freshmen with an index score less than 43 Strengthened relationships: Peer mentors made targeted resource referrals and completed a spring registration blitz; hired part-time retention counselors Promoted engagement through SSC events (Art, Movie, Freshmen Fiesta) Developed student success courses to expand program beyond the first semester, including an Active Learning Lab component

Retained â…” of the structured enrollment freshmen cohort from fall to spring Developed an onboarding process for structured enrollment students including a catalog description, program orientation, program agreement, and a new student intake Peer mentors had 1052 points of contacts fall semester Approval of SSC 1020, 1060, and 1025 courses

Adjust the index code for structured enrollment to students to < 45 Full year program with Active Learning Lab Application of the Appreciative Advising Model Collaboration with Trailblazer Connections Program orientation embedded into the new student orientation Collaboration with Peer Mentor Program with Active Life interest groups Engagement Survey

SWOT Analysis Strengths

Weaknesses

First year program Active Learning Lab Appreciative Advising Model

Registration hold process Retention counselor cubicles Part-time retention counselor positions

Opportunities

Threats

Retention of at-risk students Access and inclusion for at-risk students

Open enrollment impacts college readiness Financial support for program

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 1 Strategy # 3

What work was completed this year?

Three to Four Accomplishments: • Hire assistant directors and an AVP for Student Success • Enhance the Early Alert System • Implement a retention and graduation rate dashboard • Strengthen the structured enrollment program • Begin to strengthen supplemental instruction

Outcomes/results/findings?

Three to Four compared to established benchmarks: â&#x20AC;˘ Fall-to-fall retention of students with early alert referrals with be compared between the fall 2016 and fall 2017 new freshman cohorts â&#x20AC;˘ A substantial reduction in Math 1000 failure rates from 52% to a lower rate will be assessed, along with DFW rates in all classes with instructor-led supplemental instruction â&#x20AC;˘ Fall-to-fall retention and academic success rates will be evaluated for students in structured enrollment comparing the fall 2016 and fall 2017 new freshman cohorts

Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. â&#x20AC;˘ To further enhance the early alert system, the web page for the withdrawal forms needs to be updated to inform students about the implications for withdrawal. A process for self-referral and intervention needs to be developed. â&#x20AC;˘ The Success Center is currently working on a report about why students discontinue; using the same data, we will be working on a recruit-back strategy. â&#x20AC;˘ The AVP for student success needs to demonstrate the retention dashboard across the university and answer questions; student lists can be generated.

Strengths, Weaknesses, Opportunities, Threats Could be people, financial, structural, operational related…that your team experienced this year.

• Implementing initiatives requires collaboration, not only identifying potential road blocks but also how to overcome the roadblocks; At times initiatives have not gone forward because the solutions to roadblocks are not discussed, just the concerns.

• We need scholarship funding for a recruit-back initiative.

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 1 Strategy # 4

What work was completed this year?

Three to Four Accomplishments: • Reimagining the First Year (RFY) – in progress; significantly transforming DSU • GE Reform – changes effective Fall 2018 • Trailblazer Connections

Outcomes/results/findings?

Three to Four compared to established benchmarks: • Summer Bridge Outcomes – 90% success rate, 100% retention from summer to fall • Senior student involvement in experiential learning opportunities is increasing • Implementing Math alternatives • GRIT Defined for Student Success: Growth Mindset; Relationship Building; Intentional Learning; Tenacity

Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations.

• Trailblazer Connections – plan in place to conduct research on effectiveness of new FYE course • Continuing to implement Math alternatives and developmental Math, English, Biology and Psychology alternatives (1010D) • Expand training and use of Plan for Data Driven Decision Making & Use of Predictive Analytics

Strengths, Weaknesses, Opportunities, Threats • Strengths-We have made major progress with RFY and have people in place in both Academic Affairs and Student Affairs.

• Weaknesses-Retention is unpredictable in many ways.

The institution can implement effective retention measures and still lose students • Opportunities-The State Office and DSU administration realize the importance of student retention. Academic Affairs and Student Affairs have made significant progress and have people in place to transform our DSU culture.

• Threats- With many changes happening on campus, there is a real threat of apathy and burn-out in academic colleges and departments.

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 1 Strategy # 5

What work was completed this year?

Accomplishments: • Expanded the reach of the Global & Community Engagement Scholarship in order to provide funding assistance to a more diverse group of high impact practices and students.

• Reevaluated the requirements for the scholarship • Assigned mentors to the scholarship recipients

Outcomes/results/findings?

Survey Results from Scholarship Recipients • Do you feel this high impact activity will benefit your future?

– Yes = 100%

• Do you feel this high impact activity could increase the likelihood that you will stay at DSU for your education?

– Definitely yes = 50% – Probably yes = 37.5% – Might or might not = 12.5%

• Do you feel this high impact activity could increase the likelihood that you will graduate from DSU? – Definitely yes = 50% – Probably yes = 25% – Might or might not = 25%

Plan(s) for the upcoming year • Receive ongoing funding • Host the 2nd annual Global & Community Engagement Showcase that includes student poster presentations • Propose an improved structure for the committee, application and mentoring process • Identify and invite potential donors to the Showcase to see the projects and talk with the scholarship recipients • Have every scholarship recipient take the Global & Community Engagement Scholarship survey when they turn in their poster project • Continue to encourage DSU programs to include our scholarship link on their website

Strengths, Weaknesses, Opportunities, Threats Greatest Weakness

• The funding for this scholarship will be completed diminished after the next awarding period.

• Previous research and our survey show that these activities directly impact retention and graduation rates.

• 78% of our DSU students receiving financial aid • Our students need assistance in order to participate in these types of programs.

Goal 2

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal #2 Strategy #1

What work was completed this year?

Three to Four Accomplishments: • Developed a support system for graduate programs.

• Developed comprehensive resources to support program developers through the academic program approval process.

• Continued the development and approval of new degree programs—master’s and bachelor’s—as well as minors, certificates, and emphases.

Outcomes/results/findings?

Three to Four compared to established benchmarks: • Director of Graduate Studies hired; graduate policies approved, Graduate Council now functional, Graduate Taskforce meets as needed.

• Curriculum Management operation improved and streamlined • This year: 1 new master’s degree, 5 new bachelor’s degrees, 5 new certificates, 6 new emphases – 2020 Goals • • • •

3 master’s degrees—1 in place; 6 in development 42 bachelors degrees—44 in place; New goal: 50.

60 emphases—62 in place; New goal: 70 20 certificates—21 in place; New goal: 28.

Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations.

• Provide ongoing and in-depth support for all new programs in development with a particular focus on master’s programs and emphases suitable for inclusion in the BA/BS in Integrated Studies.

• Facilitate departments in development of new programs that are “innovative and unique, exploiting the specific advantages of DSU, and are closely associated with our natural geographic location” (DSU Strategic Plan, Goal 2 Desired Outcomes #7 and #8 p. 20).

• Develop a Curriculum Handbook and post online.

Strengths, Weaknesses, Opportunities, Threats Could be people, financial, structural, operational related…that your team experienced this year.

• Strengths—There is currently a high level of motivation for developing new programs among many of our DSU departments.

• Weaknesses—Failure of people to attend to required forms, format, and processes as outlined online and as provided to them in hard copy as they develop programs.

This failure often results in double the work for them.

• Opportunities—Forging of new and positive relationships between the Office of Curriculum and program developers as we work together to accomplish program goals.

• Threats—Lack of funding to support new faculty lines

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 2 Broaden and enhance academic programs to facilitate growth Strategy #2: Create the College of Interdisciplinary Innovation to promote pedagogical excellence

What work was completed this year?

Accomplishments:

â&#x20AC;˘ Established the Office of Academic Innovation

What work was completed this year?

Accomplishments:

â&#x20AC;˘ Academic Innovation Discussion Meetings and the Acad.

Innovation Ideas Forum

What work was completed this year?

Accomplishments:

â&#x20AC;˘ Develop process to promote academic innovation ideas at DSU

What work was completed this year?

Accomplishments:

â&#x20AC;˘ Developed an infographic and 8-page vision for teaching and learning in 2025 at DSU

Outcomes/results/findings?

Proposed new benchmarks:

• Establish a culture of academic innovation at DSU: – award 15 mini-grants – conduct six campus-wide meetings and an annual Ideas Forum each year – develop a workshop to promote design thinking at DSU

• Develop a shared vision for teaching and learning at DSU for 2025

Outcomes/results/findings?

Proposed new benchmarks:

â&#x20AC;˘ Develop a space on campus for faculty and staff to collaborate and advance academic innovation at DSU

â&#x20AC;˘ Develop a proposal for comprehensive General Education Reform initiative(s) with a focus on students achieving the five DSU Institutional Learning Outcomes

Plan(s) for the upcoming year

Action Plans Benchmark: Establish a culture of academic innovation at DSU Plans: 1. Award five academic innovation mini-grants 2. 6 Academic Innovation Discussion Meetings and the annual Academic Innovation Ideas Forum in May, 2018 3. Develop Design Thinking workshop

Plan(s) for the upcoming year

Action Plans Benchmark: Develop a shared vision for teaching and learning at DSU for 2025 Plan: a) Refine and revise the current Vision 2025 draft document at the Academic Innovation Ideas Forum b) Collaborate with other divisions at DSU c) Develop final draft to be used in DSU Strategic Plan 2025 process

Plan(s) for the upcoming year

Action Plans Benchmark: Develop a space to collaborate and advance academic innovation Plan: a) Collect feedback on current design at the Academic Innovation Ideas Forum b) Establish initial space in Innovation Plaza

Plan(s) for the upcoming year

Action Plans Benchmark: Proposal for comprehensive General Education Reform initiative(s) Plan: Focus on DSUâ&#x20AC;&#x2122;s ILOs of Innovation and GRIT this next year

Strengths, Weaknesses, Opportunities, Threats

Strengths • Faculty and staff interests in advancing academic innovation • Students’ desire for change and academic innovation • Supportive DSU leadership

Strengths, Weaknesses, Opportunities, Threats

Weakness • Received excellent recourses to achieve great momentum, need additional resources to continue advancing academic innovation • Some faculty and academic leadership don’t want to change

Strengths, Weaknesses, Opportunities, Threats

Opportunities • DSU could differentiate itself as the most innovative, student-centered university • DSU could thrive instead of survive disruptive innovations in higher education • Significantly increase enrollment and retention

Strengths, Weaknesses, Opportunities, Threats

Threats • Resistance to change • Space for growth • Agreement and consensus on GE Reform

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 2: Broaden and enhance academic programs to facilitate growth Strategy # 3: Improve Quality and Course Delivery

What work was completed this year?

Accomplishment s: The first DSU online program (RN to BSN) will be launched in Fall 2018.

What work was completed this year?

Accomplishment s: Developed 4 new â&#x20AC;&#x153;masterâ&#x20AC;? online gateway courses with 4 scheduled for completion by July 31, 2018.

What work was completed this year?

Accomplishment s: Reviewed 14 online courses using Quality Matters; 7 online courses have been revised and 7 additional courses will be revised by July 31, 2018.

What work was completed this year?

Accomplishment s: Identified, redesigned, and enhanced 5 classrooms to be active learning classrooms

What work was completed this year?

Accomplishment s: Developed an online teaching certification program that 7 faculty have completed and 30 more will be complete by May 1, 2018

What work was completed this year?

Accomplishment s: Will finish the Active Learning Certification Program by July 31, 2018

What work was completed this year?

Accomplishment s: â&#x20AC;˘ Will finish the Active Learning Certification Program by July 31, 2018

What work was completed this year?

Outcomes/results/findings?

Comparison to benchmarks: Benchmark: DSU will offer two online certificate/degree programs by 2020.

Status: Ahead of schedule--a year early.

Several programs in development.

Outcomes/results/findings?

Comparison to benchmarks: Benchmark: DSU will have 30 new courses offered in an online delivery format by 2020.

Status: Mostly on schedule. Projected 9 new online courses--8 courses will completed completed by July 31.

Outcomes/results/findings?

Comparison to benchmarks: Benchmark: DSU will revise at least 20 of the current online courses to meet Quality Matters by 2020.

Status: Ahead of schedule: Projected 9--will complete 14.

Outcomes/results/findings?

Comparison to benchmarks: Benchmark: DSU will identify, redesign, and equip at least 10 classrooms as active learning classrooms by 2020.

Status: Ahead of schedule--Projected 4 active learning classrooms--have redesigned 5 classrooms.

Outcomes/results/findings?

Comparison to benchmarks: Benchmark: Will develop an active learning certification program and certify 35 by 2020.

Status: On Schedule â&#x20AC;˘ Higher priority to develop an online teaching certification program--40+ faculty members will complete by May 1, 2018.

â&#x20AC;˘ Active learning certification program be completed by July 1, 2018 and five faculty members will complete it.

Plan(s) for the upcoming year

Action Plans Benchmark: DSU will offer two online certificate/degree programs by 2020.

Plans: â&#x20AC;˘ Next certificate/degree is projected for Fall 2019. â&#x20AC;˘ Working on several new online certificates/degrees, such as AS/AA Early Childhood Education, BAS-Health Sciences, EMT Certificate, Digital Forensics Certificate, etc.

Plan(s) for the upcoming year

Action Plans Benchmark: DSU will have 30 new courses offered in an online delivery format by 2020.

Plan: 11 new online courses will be developed by July 1, 2019.

Plan(s) for the upcoming year

Action Plans Benchmark: DSU will revise at least 20 of the current online courses to meet Quality Matters standards by 2020.

Plan: 10 current online courses will be reviewed and revised by July 1, 2019.

Plan(s) for the upcoming year

Action Plans Benchmark: DSU will identify, redesign, and equip at least 10 classrooms across campus to facilitate active learning by 2020.

Plan: 3 new classrooms will be redesigned as active learning classrooms and enhancements will be made to current active learning classrooms

Plan(s) for the upcoming year

Action Plans Benchmark: DSU will develop an active learning certification program and certify at least 35 faculty by 2020.

Plans: â&#x20AC;˘ 15 faculty members will complete the active learning certification program. â&#x20AC;˘ 30 faculty members will complete the online teaching certification program.

Strengths, Weaknesses, Opportunities, Threats

Strengths â&#x20AC;˘ Supportive DSU leadership for academic innovation and online and active learning. â&#x20AC;˘ Online Delivery Fee monies.

Strengths, Weaknesses, Opportunities, Threats

Weakness • Received excellent recourses to achieve great momentum, need additional resources to continue to improve quality and course delivery options.

• Push back from faculty and some academic leadership members that are not learner-centered.

• Lack of collaboration, communication, and coordination among silos on campus.

Strengths, Weaknesses, Opportunities, Threats

Opportunities • Micro-learning certificates/stackable credentials.

• Define the culture and vision of teaching and learning at DSU in the year 2025.

• We have the opportunity of being Utah’s premier studentcentered university and significantly increasing enrollment and retention.

Strengths, Weaknesses, Opportunities, Threats

Threats â&#x20AC;˘ Resistance from internal organizations and individuals to change and trying new, innovative models/approaches.

Goal 3

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 3 Strategy # 1

What work was completed this year?

Three to Four Accomplishments: • Funding allocations & appropriations: – 2.5% across the board increase for full-time faculty & staff – $500,000 market equity adjustments – $160,000 faculty rank/promotion/tenure increases – $107,000 other equity needs • Minimal benefit cost increases: – 0% for dental, vision, life/disability, and retirement – 4.1% increase for PEHP medial; employees pay $1-$3/ck more • All annual goals and benchmarks obtained

Outcomes/results/findings?

Three to Four compared to established benchmarks: • Significant reduction in original equity need – $2,120,000 in July 2015 vs. $165,000 in July 2018 – 92% reduction – 226 below 95% market median in July 2015 vs. 14 in July 2018 – Using 2018 benchmark data, $543,000 equity need

• Competitive benefits equaling or exceeding peers – Lowest employee-paid health insurance premiums in USHE – Most generous undergraduate tuition waiver benefit in USHE

• Goals met: – Market adjustments funded – No positions below 80% market median – Moved overall DSU-to-market average by 2-3%

Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations.

• Significant progress made on market equity, allowing increase flexibility for future years • Finalize variance factor for staff equity model – Degree attainment, position experience, related experience brought upon hire

• Action items for FY19 – Funding so all full-time employees are paid at or above $30,000 per year (at 1.0 FTE) – Funding for remaining original equity need – Funding for current equity need beyond original

Strengths, Weaknesses, Opportunities, Threats SWOT Analysis your team experienced this year.

• Strengths – Updated job descriptions, new positions created – HR analysis of salary benchmarks + competitive benefits

• Weaknesses / Opportunities – Funding availability – Balance market equity vs. new position creation

• Threats – Recruitment/retention of quality faculty & staff • HR compensation tools and analysis to mitigate

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 3 Strategy # 2

What work was completed this year?

Three to Four Accomplishments: • Automated new hire survey & implementing new employee onboarding system • Updated faculty hiring procedures; improved budget allocation and joint training with Academic Affairs for more timely faculty hiring cycle • Introducing Electronic Personnel Action Form (EPAF) system for part-time employment • Timekeeping RFP occurred, with new product slated to go live June 16, 2018

Outcomes/results/findings?

Three to Four compared to established benchmarks: • New Hire Survey Results (December 2017) – 67 out of 80 answers satisfactory or above (84%) – HR services 100% satisfactory or above

• Faculty & Staff Mentorship – All new faculty assigned a mentor with monthly meetings – Staff Association welcome committee/reference guide – Enhanced with new HR Onboarding product

• Benchmarks projected to meet: – At least 90% hiring cycle & 70% success rate – 100% positive hiring experience & below 7% turnover rate

Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations.

• Successful launch and implementation of new employee onboarding system • Strengthen faculty & staff mentorship with Faculty Senate & Staff Association • Facilitate a formal supervisor training – Other trainings/forums to address/solve concerns

• Continue monitoring turnover, taking feedback from exit interviews, making changes accordingly, assess and appropriately plan the replacement, hiring, and/or onboarding

Strengths, Weaknesses, Opportunities, Threats SWOT analysis your team experienced this year.

• Strengths – Listen to feedback, make changes accordingly – Updated policies/procedures/systems

• Weaknesses – Competition for funding – Lack of formal onboarding, HR vs. dept checklists, etc.

• Opportunities – Technology & general morale/campus trajectory

• Threats – “Emergencies” and perceptions without associated data; consistent communication & transparency requested

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal #3 (Invest in faculty and staff) Strategy #3 (Maximize professional development opportunities)

What work was completed this year?

• Dixie Development Day

• Staff Professional Development Fund – “The Extraordinary Administrative Professional” – Banner training – Professional conferences

• Professional Development Tuesday (Staff Association) • Center for Teaching & Learning

Outcomes/results/findings?

• Funding increased for Staff Professional Development Fund and Dixie Development Day – Two rounds of applications for Staff Professional Development Fund

• Strong interest from faculty and staff • Shared campus-wide effort with contributions from many departments and organizations (Staff Association, Faculty Senate, CTL, HR, etc.)

Plan(s) for the upcoming year • Maintain existing momentum

• Continue to integrate professional development activities into day-to-day operations • Firm up funding for Dixie Development Day, Staff Professional Development Fund, and other training initiatives

Strengths, Weaknesses, Opportunities, Threats • Professional development yields both individual and institutional benefits (excellent return on investment!)

– Morale strengthened by campus traditions such as Dixie Development Day

• Accommodating varying schedules is a challenge – Training sessions at different times – Designated periodic timeslot for professional development?

2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal # 3 Invest in Faculty and Staff Strategy # 4 Great Colleges Survey

What work was completed this year?

Three to Four Accomplishments: • The Great Colleges Survey was conducted last spring • Coding of the open-ended responses for the two openended questions has been completed • University reports are created and ready to be published to the website and initial results have been presented to the President’s Operations Team • Committee is scheduled to meet to create a plan improve results or maintain excellence across all subcategories; and to create a recommendations and commendations document

Outcomes/results/findings?

Three to Four compared to established benchmarks: • Participation Rate in “Great colleges to Work For” survey was at 67% (Extracted Data Set) Job Category Faculty Administration Exempt Staff Non Exempt Staff

Count % Completed 119 44% 18 7% 107 40% 25 9%

Outcomes/results/findings?

Three to Four compared to established benchmarks: • “Great Colleges to Work For” survey results one or more of the following: – DSU improving from previous survey results: 80% missing the expectation of 100%

Rating Agreement 2017 74%

Rating Agreement 2014 77%

Benchmark

59%

58%

Teaching Environment

66%

66%

Professional Development

68%

64%

Compensation, Benefits & Work/Life Balance

73%

76%

Facilities

57%

55%

Policies, Resources & Efficiency

62%

55%

Shared Governance

77%

79%

Pride

75%

72%

Supervisors/Department Chairs

60%

59%

Senior Leadership

57%

53%

Faculty, Administration & Staff Relations

54%

52%

Communication

61%

59%

Collaboration

59%

54%

Fairness

55%

53%

Respect & Appreciation

64%

62%

Overall Average (1-60)

Job Satisfaction/Support

Outcomes/results/findings?

Three to Four compared to established benchmarks: • “Great Colleges to Work For” survey results one or more of the following: – DSU will be higher than Public Carnegie: 60% missing the expectation of 67%

DSU Rating 2017

Public Carnegie Rating 2017

Difference Benchmark

72%

70%

2

Job Satisfaction/Support

57%

61%

(4)

Teaching Environment

68%

67%

1

Professional Development

67%

65%

2

69%

66%

3

Compensation, Benefits & Work/Life Balance Facilities

55%

56%

(1)

Policies, Resources & Efficiency

63%

60%

3

Shared Governance

76%

75%

1

Pride

75%

74%

1

Supervisors/Department Chairs

60%

58%

2

Senior Leadership

56%

56%

0

55%

56%

(1)

Faculty, Administration & Staff Relations Communication

60%

61%

(1)

Collaboration

59%

58%

1

Fairness

53%

60%

(7)

Respect & Appreciation

63%

63%

0

Overall Average (1-60)

Outcomes/results/findings?

Three to Four compared to established benchmarks: • “Great Colleges to Work For” survey results one or more of the following: – Good to Excellent range (>= 65%) in the subcategories: 40% missing the expectation of 70%

Rating Agreement 2017

Benchmarks Missing the Strategic Plan Goal

59%

Teaching Environment

57%

Policies, Resources & Efficiency

62%

Shared Governance

60%

Senior Leadership

57%

Faculty, Administration & Staff Relations

54%

Communication

61%

Collaboration

59%

Fairness

55%

Respect & Appreciation

Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations.

• The strategic plan subcommittee needs to meet to create a plan to improve results or maintain excellence across all subcategories; and to create a recommendations and commendations document • Present data to institutional stakeholders • Publically release the Great Colleges to Work for Data on the IR website

Strengths, Weaknesses, Opportunities, Threats Could be people, financial, structural, operational related…that your team experienced this year.

• Biggest Weakness – Andrea’s availability of time to code open-ended data • Biggest Strength – Committees willingness to meet and discuss the results