DSU's Strategic Plan - Final Report - Part 1

2020 Strategic Plan Spring 2019 Final Report April 23, 2019

GOAL 1

Goal 1 Introduction • 50% of the Road to 12,500 is dependent on retention • DSU misses out on approximately $4.5 million/year due to current freshman retention • Retention is a campus-wide responsibility • Collaboration and synergy are key

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 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: • NACAC College Counselor Tour – September 24-26 • Enhanced communication flows by colleges & departments • Welcome videos & postcards from Deans/Colleges • Updated admissions packet, viewbook • Admit boxes for Washington Co. students • Concurrent Enrollment Active Learning Day - March 22 • Name buys by major

Outcomes/results/findings?

Based on the identified outcomes; include conclusions and recommendations.

• NACAC Counselor Tour Yield to-date: 172 applications; 106 admits; 21 “yes’s” • Average GPA of admitted students has gone from 3.33 in 2017 to 3.42 in 2019 to date • Average ACT composite for admitted students has gone from 20.2 in 2017 to 20.9 in 2019 to date • “Yes” responses from admitted students up 53% to-date – Washington Co: 157% increase

Plan(s) for the upcoming year • Incorporate academic opportunities/outcomes language and statistics in marketing materials and messaging (i.e. graduate & professional school acceptance rates) • Offer Concurrent Enrollment Active Learning Days again in fall 2019 for fall 2020 enrollment with the goal to increase the percentage of CE students who matriculate and enroll which will positively impact future retention and graduation rates • Finalize website upgrade to maximize Search Engine Optimization (SEO)/content, User Experience (UX), calls to action (inquiry, application, visit), analytics; including a degree/program finder tool to make academic information more easily accessible and intuitive • Continue cross-divisional Enrollment Summits • Host another counselor event for Washington Co. and other Utah counselors

Strengths, Weaknesses, Opportunities, Threats Strengths -Strengthening relationships between admissions and academics -Continuing to build and add new academic programs -Expanding online & blended programs and opportunities Opportunities -We have great academic outcomes that we need to better highlight in our messaging -We are now ranked have national rankings in US News that we need to continue to leverage -New academic programs, opportunities, learning spaces (HPC & SET buildings) -Recruiting higher achieving students has a ripple effect and gives us momentum to continue to enroll these stronger students

Weaknesses -Budget – we lacked budget monies to accomplish some of our goals -Open enrollment so we admit everyone regardless of academic profile

Threats --Offering more of our top scholarships increases discount rate and negatively impacts budget and net tuition revenue -Continued misperceptions of who DSU is and what we have to offer -Changing demographics nationally and declining high school graduation rates coming -Increased, fierce competition

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal # 1 Strategy # 2

What work was completed this year?

Three to Four Accomplishments:

• Optimized onboarding for Structured Enrollment • Increased Fall to Spring • Decrease Academic Failure • Standardized curriculum for all SSC courses

Outcomes/results/findings?

Three to Four compared to established benchmarks: • Student Success Center had an average of 218 student meetings per month • Fall to Spring retention - 2019 83% Engaged in the program 71% - 2018 67% • 718 Referrals to campus resources Fall Semester • 8% decrease in academic failure

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

• • • • • •

Assess, revise and improve all SSC curriculum Streamline onboarding Utilize Supplemental Instruction courses Expand community building Professional development Academic Advising in the classroom

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

Strengths Structured 1st Year Program Active Learning Lab

Weaknesses Manual Processes

Opportunities Supplemental Instruction Campus Communication

Threats Open Enrollment Staffing to Support Growth

Anything else?

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal #1 Strategy #3

What work was completed this year?

Three to Four Accomplishments: • Expand peer coach program to serve all new freshman in FYE classes – 721 SSC 1010 3rd Week

• Fully implement the Early Alert System – 499 Flags – 174 Referrals

• Strengthen the Supplemental Instruction Program – 24 course sections, fall 2019 – Math 1040, 1050; BIOL 1010, 1610; CHEM 1110, 1210; ENGL 1010, GEOG 1000, GEO 1010, HIST 1700, PSYCH 1010

Outcomes/results/findings?

Peer Coach Program: Fall-to-Spring Retention 75.3%

2018-19

2018-19

88.8%

2017-18

85.0% 60.0%

70.0%

80.0%

Peer Coach-Limited Participation Peer Coach-Full Participation

90.0%

Fall-Spring Retention by Index Score 120.0% 100.0% 80.0%

100.0%

94.5% 83.3% 79.3% 72.5%

84.1% 71.8%

85.1% 83.4% 76.5%

89.9% 85.3% 79.3%

90.1% 82.1%

100.0% 89.0% 83.3%

60.0% 40.0% 20.0% 0.0%

46-50

51-55

56-60

Overall

Trailblazer

61-65

66-70

Peer Coach

71-75

Plan(s) for the upcoming year Establish Base Funding versus one-time funds • Peer Coach Wages,

1,000 Students $77,00 1,800 Students $110,320 staff assistance • EAB Software, one-time funding, Provost LaCourse • Supplemental Instruction, $95,000 Atwood Grant

Strengths, Weaknesses, Opportunities, Threats • Success Center programs are becoming more established and effective • One Time Funding • As Early Alert transitions to the EAB software; it is crucial that the broader success network (RAs, peer coaches, program administrators for international students, multicultural students, veteran’s, housing, other new freshman programs, etc.) is connected with advisors and faculty, with ongoing access to the early alert software.

• Special emphasis: Engage faculty teaching new freshman

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal #1 Strategy #4

What work was completed this year?

Three to Four Accomplishments: • Atwood Retention Grants • Trailblazer Connections • Reimagining the First Year • Implementing GE Reform & Math Alternatives

Outcomes/results/findings?

Three to Four compared to established benchmarks: • Atwood Retention Grants: There were 17 proposals submitted and four grants awarded. They include: 1) Concurrent Enrollment Targeted Active Learning; 2) Supplemental Instruction; 3) Open Educational Resources (OER) Pilot; and 4) Trailblazer Connections • Trailblazer Connections (FYE Course Redesign). Fall offered 49 sections with 706 students enrolled. participant retention rates were 9-15% higher than non-participants.

• Implementing GE Reform & Math Alternatives: Reduced (CIS 1200) and information literacy GE requirement (LIB 1010) and developed math alternatives.

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

• Atwood Retention Grants: The Retention Task Force will continue to monitor these grants and have created metrics and a schedule to do so.

• Trailblazer Connections (FYE Course Redesign): The course is continuing to evolve and research is being conducted on its effectiveness.

• Implementing GE Reform & Math Alternatives: The GE Committee will conduct course audits and the GE Assessment Committee will conduct learning outcome assessments. Math alternatives will continue to be developed and strengthened.

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

• Strengths-Progress with faculty involvement in retention efforts on campus.

• Weaknesses-Retention is unpredictable.

• Opportunities-Faculty are gaining access to information and data relating to student retention.

• Threats- There is a risk of apathy and burn-out in both academic affairs and student affairs departments.

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal #1 Strategy # 5 Provide Students with Access to High Impact Educational Opportunities

What work was completed this year?

Three to Four Accomplishments: • Received $20,000 on going funds for the High Impact Student Scholarship • Increased marketing and exposure to the High Impact Student Scholarship • Provide additional networking opportunities and follow up activities for recipients to fully leverage their experience.

Outcomes/results/findings?

Number of scholarships have increased each year – 2016-17 = 19 scholarships awarded to students – 2017-18 = 25 scholarships awarded to students – 2018-19 = 50 scholarships awarded to students

Jordyn Mitchell, Alison Smith & Jasmine Wilcox Dental Hygiene Majors

Alternative Spring Break

Belize

What lesson(s) did you learn and how do you plan to share it with your peers?

A trip like this is truly life changing. It completely reinforced my future career goal of being a pediatrician, and has driven me to work even harder to reach them. I love the fact that I was able to help better these kids’ lives, but they have no idea how much they have bettered mine. I also met some really amazing people from DSU and Hope Humanitarian. – Riley Lane

Jessica Jacobsen • Elementary Education Major Riley Lane • Biology Major Spencer Richardson • Exercise Science Major

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

• Host networking luncheon and utilize Career Services for the follow up activities.

• Provide information to Trailblazer Connections Instructors and Peer Coaches in order to educate freshmen on this opportunity.

• Utilize Institutional Research to track retention rates of students participating in these activities. Compare the results with the information we gathered in our follow up survey.

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

• Weaknesses – We will soon be awarding the full $20,000 every year.

• Opportunities – Start researching grants and potential donors to supplement the ongoing funding.

– Design a grading rubric to assist with awarding applicants.

– Continue marketing the scholarship for increased student awareness.

Mariangela Santiago Sophomore Biology Major

• RHS Trip to Salt Lake • Performed service at: • Ronald McDonald House • The Refugee Clinic • Shriner’s Hospital • Toured Graduate Health Care Programs

Goal 1 Conclusion • We are headed in the right direction • Most initiatives are at foundational stages • Need to nurture, streamline, and coordinate current initiatives • Maintain collaboration to sustain momentum

GOAL 2

Goal 2 BROADEN AND ENHANCE ACADEMIC PROGRAMS TO FACILITATE GROWTH Dr. Michael Lacourse Strategy 2-Interdisciplinary Innovation Dr. Pam Cantrell Strategy 1-New Programs Dr. Bruce Harris Strategy 3-Quality and Course Delivery Ryan Hobbs Strategy 3-Quality and Course Delivery

Strategy 2 Create the School of Interdisciplinary Innovation to Promote Pedagogical Excellence

Outcomes Atwood Innovation Plaza • Center for Academic Innovation • TIE Center • Dixie Innovation and Guidance and Solutions Center • Center for Teaching and Learning

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal #2: Broaden and enhance academic programs to facilitate growth Strategy #1: Develop New Programs or Areas of Study

What work was completed this year?

Accomplishments: • 3 new master’s degrees – Master of Athletic Training – Master of Arts in Technical Writing and Digital Rhetoric – Master of Marriage and Family Therapy

• 3 new bachelor’s degree – BS Applied and Computational Math – BA/BS in Marketing – Bachelors of Applied Science in Health Sciences

• Program Inventory Management (PIM) form for Courseleaf developed and implemented • Curriculum Handbook developed and published online

Outcomes/results/findings?

Comparison to established benchmarks: • 2020 Goal for master’s degrees is 3; We now have 4 with one in development GOAL ACCOMPLISHED • Revised 2020 Goal for bachelor’s degrees is 50; We now have 45 with 3 in development • Revised 2020 Goal for emphases is 70; We now have 68 • Revised 2020 Goal for certificates is 28; We now have 19 (Four certificates were recently discontinued.) One in development

Plans for the upcoming year Based on the identified outcomes; include conclusions and recommendations.

• Focus on developing programs to meet revised 2020 goals • Pilot at least one visionary program in terms of delivery and assessment • Initiate campus-wide use of Courseleaf’s Program Inventory Management (PIM) tool

Strengths, Weaknesses, Opportunities, Threats SWOT Analysis • Strengths: Organization, availability, support structures • Weakness: Time demands dilute our efficiency • Opportunity: Influence programs toward visionary goals • Threat: Traditional structure of our programs in terms of delivery and assessment—little or no differentiation

Anything else?

Thinking ahead to 2025 Strategic Plan‌

Employ a more visionary and innovative approach to curriculum planning and implementation!

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal # 2 Broaden and enhance academic programs to facilitate growth Strategy #2: Promote Pedagogical Excellence

Accomplishments:

• Awarded 4 Learning Innovation MiniGrants

Accomplishments:

• Conducted 4 DSU Learning Innovation Discussion meetings

Accomplishments:

• Conducted the 2nd Annual Learning Innovation Retreat last May

Accomplishments:

• Developing a Micro-course for all faculty, staff, and students on Design Thinking

Accomplishments:

• Designed a shared learning innovation space in Innovation Plaza

Outcomes/Results:

• Goal met for awarding Learning Innovation Mini-Grants • Goal met for conducting campus-wide Learning Innovation Discussion meetings • Goal met for organizing and conducting a DSU Learning Innovation Retreat

Outcomes/Results:

• Goal in progress for developing the Design Thinking Micro-course • Goal met for designing a shared learning innovation learning space in Innovation Plaza

Action Plans:

• Award 8 Learning Innovation Mini-Grants in FY20 • Conduct 4 open Learning Innovation Discussion Meetings in FY20 • Organize and conduct the 4th Annual Learning Innovation Retreat in FY20

Action Plans:

• Pilot the Design Thinking Micro-Course in Fall 19 • Conduct formative evaluation of the shared learning innovation learning space in Innovation Plaza in Fall 19

Strengths, Weaknesses, Opportunities, Threats Strengths • Supportive DSU leadership focused on promoting learning innovation Weaknesses • Lack of collaboration, communication, and coordination among the many silos on campus

Strengths, Weaknesses, Opportunities, Threats Opportunities • Align practices with tagline – active learning, active life Threats • Resistance from various internal sources to change current practices and policies

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal #2, Broaden and Enhance Academic Programs Strategy #3, Improve Quality and Course Delivery

What work was completed this year?

Three to Four Accomplishments: • Development of Active Learning Certification Course • Launch of first online program (BS, RN-BSN, F18) and approval of second online program (BAS, Health Sciences, F19) • Development of 17 new online courses • Launch of the AWS Certification Program, non-credit offering • Development of model Active Learning Classroom

Outcomes/results/findings?

Three to Four compared to established benchmarks: • AL Certificate will be piloted in June and expanded to new faculty in the fall • Online program goal ahead of schedule • Ahead of benchmark of 20 new online courses, with 27 new courses developed • Behind stated goal of 2 online, non-credit programs. One program available. Delay in hiring of Program Development Manager (Apr 2019) • Given funding allocation, decision was made to develop a model active learning classroom

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

• Review AL Certification feedback and expand to all new faculty • Continued development and revision of courses for 2 existing online programs, along with future programs (Retail Management Certificate, AS Library Tech, BS/BA Individualized Studies, etc.)

• With 3 full-time learning designers now on staff (Mar 2019), we are well positioned to increase online course development activity at or beyond strategic benchmarks • Expand non-credit, professional education programming • Request funding to design 5 additional AL classrooms

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

• Increased staffing to address growing online demand • Limited resources to facilitate faculty growth and learning, and capacity for development • Aligning practices with our tagline – active learning, active life • Increased competition and disruption – need to be innovative and ensure relevancy • Need to better support adult learners – offerings and services

GOAL 3

FY16 Starting Equity Need Total Employees below 100% - 348 160

28% 25%

140

25% 21% 20%

100 80

15%

60

10%

10% 10%

6% 5%

20 0

31

46

49

100

122

136

Below 80% of mark et median

80 - 84%

85 - 89%

90 - 94%

95 - 99%

Above 100% of market median

Employees Percentage of Market # EE

% EE

0%

Percentage of Employees

Number of Employees

120

40

30%

FY16 Starting Equity Need 180

40% 35%

160

30% 25%

120

25% 21%

100

20% 80 15%

60 10%

10% 10%

40

5%

20 0

0% 0

46

49

100

122

167

Below 80% of mark et median

80 - 84%

85 - 89%

90 - 94%

95 - 99%

Above 100% of market median

Employees Percentage of Market # EE

% EE

0%

Percentage of Employees

Number of Employees

140

35%

FY16 Starting Equity Need 250

50% 44%

40%

Number of Employees

35% 150

30% 25% 25%

21% 100

20% 15% 10%

50

10% 5%

0

0% 0

0% 0

49

100

122

213

Below 80% of mark et median

80 - 84%

85 - 89%

90 - 94%

95 - 99%

Above 100% of market median

Employees Percentage of Market # EE

% EE

0%

Percentage of Employees

200

45%

FY16 Starting Equity Need 300

60%

250

50%

200

40%

150

30%

25% 21%

100

20%

50

10%

0

0% 0

0% 0

0% 0

100

122

262

Below 80% of mark et median

80 - 84%

85 - 89%

90 - 94%

95 - 99%

Above 100% of market median

Employees Percentage of Market # EE

% EE

0%

Percentage of Employees

Number of Employees

54%

FY16 Starting Equity Need 75%

80%

350

70%

300

60%

250

50%

200

40%

150

30%

25%

100

20%

50

10%

0

0% 0

0% 0

0% 0

0% 0

122

362

Below 80% of mark et median

80 - 84%

85 - 89%

90 - 94%

95 - 99%

Above 100% of market median

Employees Percentage of Market # EE

% EE

0%

Percentage of Employees

Number of Employees

400

FY16 Current Equity Need

100% 100%

450

90%

400

Number of Employees

350

70%

300

60%

250

50%

200

40%

150

30%

100

20%

50

10%

0

0% 0

0% 0

0% 0

0% 0

0% 0

484

Below 80% of mark et median

80 - 84%

85 - 89%

90 - 94%

95 - 99%

Above 100% of market median

Employees Percentage of Market # EE

% EE

0%

Percentage of Employees

80%

FY 2016 Funds needed $1,200,000.00

$1,000,000.00

$800,000.00

$600,000.00

$547,400.00 $456,200.00

$545,200.00 $426,000.00

$400,000.00 $236,300.00 $200,000.00

$Below 80% of mark et median

80 - 84%

85 - 89% Funds needed

90 - 94%

95 - 99%

Total Investment for FY16 Equity

FY 2016 Funds needed $1,200,000.00

$1,000,000.00

$800,000.00

$600,000.00

$547,400.00

$545,200.00 $456,200.00

$426,000.00 $400,000.00 $236,300.00 $200,000.00

$Below 80% of mark et median

80 - 84%

85 - 89% Funds needed

90 - 94%

95 - 99%

Total Investment for FY16 Equity

FY 2016 Funds needed 1600000 1500000 1400000 1300000 1200000 1100000

$1,003,600.00

1000000 900000 800000 700000 $545,200.00

600000 500000

$426,000.00

400000 300000

$236,300.00

200000 100000 0 Below 80% of mark et median

80 - 84%

85 - 89% Funds needed

90 - 94%

95 - 99%

Total Investment for FY16 Equity

FY 2016 Funds needed 2000000

$1,429,600.00

1500000

1000000

$545,200.00 500000 $236,300.00

0 Below 80% of mark et median

80 - 84%

85 - 89% Funds needed

90 - 94%

95 - 99%

Total Investment for FY16 Equity

FY 2016 Funds needed 2300000 2200000 2100000 2000000 1900000 1800000 1700000 1600000 1500000 1400000 1300000 1200000 1100000 1000000 900000 800000 700000 600000 500000 400000 300000 200000 100000 0

$1,974,800.00

$236,300.00

Below 80% of mark et median

80 - 84%

85 - 89% Funds needed

90 - 94%

95 - 99%

Total Investment for FY16 Equity

FY 2016 Total Equity Investment 2300000 2200000 2100000 2000000 1900000 1800000 1700000 1600000 1500000 1400000 1300000 1200000 1100000 1000000 900000 800000 700000 600000 500000 400000 300000 200000 100000 0

$2,211,100.00

Below 80% of mark et median

80 - 84%

85 - 89% Funds needed

90 - 94%

95 - 99%

Total Investment for FY16 Equity

FY20 Current Equity Need (FY20 CUPA) Total Employees below 100% of market median - 223 400 341

350

Number of Employees

300 250 200

182

150 100 39

50 2

0 Below 80% of mark et median

80 - 84%

85 - 89.99%

90 - 94.99%

Employee Percentage of Market

95 - 99.99%

Above 100% of market median

FY 20 Current E&G Funds needed (FY20 CUPA) Total Salary & Benefits - $467,276 $300,000.00 $274,215.00 $250,000.00

$200,000.00

$185,553.00

$150,000.00

$100,000.00

$50,000.00 $7,508.00 $0.00 Below 80% of mark et median

80 - 84%

85 - 89.99% E&G Funds needed

90 - 94.99%

95 - 99.99%

Above 100% of market median

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 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 $113,000 market equity adjustments (68 people affected) $150,000 faculty rank/promotion/tenure increases (36) $57,000 new F/T baseline salary established (50) $70,000 new P/T baseline salary established (approx. 300)

• Minimal benefit cost increases: – 0% for vision, life/disability, and retirement – 4.4% increase for PEHP medical & 6% increase for EMI Health Dental; employees pay $2-$4/check more, no plan changes.

• All annual goals and benchmarks obtained

Outcomes/results/findings?

Three to Four compared to established benchmarks:

• Completely funded original equity need – $2,120,000 in July 2015 vs. $0 in July 2019 – 100% reduction, and a year earlier than was the strategic plan goal.

– Using 2019 benchmark data, $505,000 campus 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: – Original equity goal met…one year early!

– New baseline salary established for F/T positions – Increased funding for P/T wages

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

• Celebrate the success of goal attainment.

• Focus now on current equity need (2019 data).

• Focus on variance-based compensation – Numerical value placed on staff degree attainment, position experience, related experience brought upon hire – Exploration of Pay-for-Performance compensation

• Action items for FY20 – Funding for current equity needs – Funding for variance-based compensation – Exploration of pay-for-performance models

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

• Strengths – Maintenance of updated job descriptions allows for efficient analysis and effective creation of new positions at market levels – 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

Questions?

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal # 3 Strategy # 2

What work was completed this year?

Three to Four Accomplishments:

• Implemented new employee onboarding system • Improved hiring cycle for faculty, due to joint training, funds released earlier, summer planning • Introduced Electronic Personnel Action Form (EPAF) system for part-time employment, and new payroll timekeeping system (NOVAtime) • Staff mentoring program implemented, with great feedback/results.

• Quarterly professional development training for Assistant – Executive Directors implemented.

Outcomes/results/findings?

Three to Four compared to established benchmarks:

• New Hire Survey Results from December 2018: – General Questions: 81% positive, 9% negative (10% neutral) – HR Service: 82% positive, 8% negative (10% neutral) – General scores up, HR scores down – onboarding changes?

• Faculty & Staff Mentorship – All new faculty assigned mentor (continued program) – HR/Staff Association implemented formal staff mentoring program, enhanced with new HR Onboarding system

• Benchmarks projected to meet: – At least 90% correct hiring cycle & 75% hiring success rate – Below 6% non-retiree turnover rate & 100% new faculty &

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

• Monitor faculty & staff mentoring programs and new employee onboarding system; make changes as needed.

• Continue director’s trainings; work on other leadership development initiatives.

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

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

• Strengths – Listen to feedback, make changes accordingly – Updated programs (onboarding, trainings, etc.)

• Weaknesses – Competition for funding – Tight labor market for positions; monitor failed searches

• Opportunities – Technology & general morale/campus trajectory

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

Questions?

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal #3 (Invest in faculty and staff) Strategy #3 (Maximize professional development opportunities)

What work was completed this year?

• Ongoing funding for Staff Professional Development Fund and Dixie Development Day • 5th Annual Teaching & Learning Conference: March 29, 2019 • Utah Women in Higher Education Network (UWHEN) Leadership Conference: April 5, 2019 • 4th Annual Dixie Development Day: May 9, 2019 • Numerous workshops and training sessions held throughout the year (Professional Development Tuesdays, Lunch & Learn, etc.)

Outcomes/results/findings?

• Strong interest and attendance from faculty and staff – Participation in Dixie Development Day increased from 147 employees in 2017 to 219 in 2018

• Shared campus-wide effort with contributions from many organizations and departments – – – –

Staff Association Faculty Senate Center for Teaching & Learning Human Resources

Plan(s) for the upcoming year

• Structure and funding are in place to maintain professional development momentum through 2020 and beyond

Strengths, Weaknesses, Opportunities, Threats • Professional development yields both individual and institutional benefits – Increased employee morale – Stronger campus culture

• Support from senior administration has been key to success • Numerous events at different times and dates to accommodate varying schedules

2020 Strategic Plan Spring 2019 Final Report April 23, 2019 Goal # 3 Strategy # 4

What work was completed this year?

Three to Four Accomplishments: • Survey results are available on the Institutional Research Website (ir.dixi.edu) • Full data set – Response Rate – 33.7% Overall response rate based on Pre-Loaded Job Category (including the over sample, 1385)

• Extracted data set – Response Rate – 67.3% Response rate based on Pre-Loaded Job Category (excludes oversample; uses sampling technique; used in national comparison, 400)

Outcomes/results/findings?

Three to Four compared to established benchmarks: • DSU improved or stayed the same in 12 of the 15 benchmarks between 2014 and 2017 (80%) – Shared Governance Improved 7 Points • Six of the 15 benchmarks are above 65% (40%) • Nine of the 15 benchmarks are above the Public Carnegie (60%)

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

• Launch Survey in Spring 2020 • Align to Core Themes and Strategic Plan • Marketing Campaign Prior to Survey Launch

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

• Weakness – New faculty and staff (turnover and new positions) creates disparity when comparing to survey data from 3 years ago (1/3 employees have been hired in the last 3 years).

Anything else?