University of Arkansas - Fort Smith Five-Year Strategic Plan

Five -Year Strategic Plan 2010 - 2015

www.uafortsmith.edu

EXECUTIVE SUMMARY The University of Arkansas - Fort Smith has a rich history and we are proud to present our new five-year Strategic Plan, launching a campaign of development that will continue to grow the University through the year 2015.

Since I joined UA Fort Smith in 2006, the University has consistently defined its roles as a leader in higher education and a driving force in the regional economy. As chancellor, I’ve had the pleasure of working with faculty, staff, and students who have collaborated to create a dynamic learning environment. Within these pages is an outline of actions designed to reinforce and expand the goals our University has already put into practice: enriching the region’s quality of place, diversifying our student body, strengthening our partnership with local schools, enhancing our global perspective, and many more.

In addition to building on efforts already in progress, we will introduce new initiatives to further focus our efforts in technology, student retention, and resource stewardship. By following the framework put forth in this Strategic Plan, the University will solidify its presence as an active partner in global relations and the engine of regional commerce, while producing experienced, work-ready graduates.

However, for all of its strengths, this Strategic Plan depends on the University community for its success. I want to thank you personally for being a part of that community and for contributing your talents, time, and creativity to the future of UA Fort Smith.

Collegially,

Paul B. Beran, Ph.D. Chancellor

Vision

Mission

UA Fort Smith will be a premier regional university, connecting education with careers.

UA Fort Smith prepares students to succeed in an ever-changing global world while advancing economic development and quality of place.

1

UA Fort Smith

Develop as a center for intellectual, artistic, social, and cultural advancement.

Initiative 1

Initiative 2

Action Steps

Action Steps

Ensure excellence in all academic programs in order to support economic development.

1.1 Create

and improve programs that supply graduates for high-demand professions.

1.2 Explore

the feasibility of applied graduate programs to be implemented based on our region’s economic demands.

1.3 Systematically

monitor and revise academic programs to ensure current effectiveness given community, regional, and/or national trends and track graduate and employer satisfaction.

1.4 Maintain

and expand accountability through accreditation for all applicable programs.

1.5 Implement

an accountable, effective, and useful assessment program that guides curriculum revision, development, and improvement in student learning.

Recruit and retain high-quality faculty and academic support staff from diverse cultural backgrounds.

2.1 Promote

the teacher-scholar model that values and rewards excellence in teaching, scholarship, and service.

2.2 Offer

comprehensive support for academic excellence by fostering research, faculty development, a new faculty and staff mentoring program, expansion of library holdings, and increased grant writing assistance.

2.3 Increase

the number of endowed faculty positions in all colleges.

2.4 Continue

to improve our compensation and benefits package to recruit and retain faculty and academic support staff.

Strategic Plan

2

Initiative 3

Attract and retain a highly motivated and diverse student population.

Action Steps 3.1 Develop

an effective and comprehensive advising model that guides all students in the attainment of their academic and professional goals.

3.2 Improve

accessibility in order to recruit, retain, and graduate minority students in all programs, with special emphasis given to the STEM, nursing, and teacher education disciplines. additional collaborative relationships with high schools, community colleges, and industries to promote student success.

3.6 Execute

a seamless admissions, advisement, and registration process.

3.7 Increase

3.8 Recruit

associate degree alumni to enroll and complete bachelor’s degrees.

3.9 Promote

and enhance academic incentive scholarships to attract motivated students.

3.3 Develop

and implement an effective Academic Early Alert System.

3.10

Create opportunities and support for undergraduate research programs to give students an opportunity to apply their knowledge.

3.11

Develop relationships with professional programs, graduate programs, and regional employers to facilitate a smooth transition for graduating students.

3.4 Design

3.5 Develop

and promote a campus-wide recruitment plan for optimum student enrollment.

enrollment and degree completion of “stop-out” students.

Initiative 4

Develop and implement engaging and innovative learning opportunities that address the formal and informal needs of the non-traditional, degree-seeking student population.

Action Steps 4.1 Expand

degree completion programs and increase the number of graduates.

Henry Hensche, Landscape (detail)

4.3 Implement

strategies to ensure the success of nontraditional students.

4.2 Establish

a Lifelong Learning citizens’ advisory committee to allow UA Fort Smith to strengthen learning opportunities both in and beyond the classroom for personal development and enrichment.

Scott Noel, Still Life with Lisa and Dried Roses (detail)

3

UA Fort Smith

Initiative 5

Develop as a center for intellectual, artistic, social, and cultural advancement.

Provide an environment for a smooth transition into the University and a support system for student success.

Action Steps 5.1 Develop

a First-Year Experience program to maximize students’ potential for academic success, social growth, and improved student retention.

5.2 Enhance

programming to improve relationships connecting students to the University community.

5.3 Develop

parent programs to promote recruitment, enrollment, and retention of students.

5.4 Revise

new student orientation program and develop an annual Fall Convocation for all newly admitted students.

Initiative 6

Strengthen existing relationships and seek new partnerships with regional and state public and private schools (K-12) and community colleges.

Action Steps 6.1 Provide

leadership with schools to improve K-12 education, including seeking targeted state and national initiatives for math, science, and technology, which strengthens connections with the University.

6.2 Build

a dynamic transfer program, build community college partnerships, and promote graduation rates at both the associate and bachelor’s degree levels.

Strategic Plan

Initiative 7

Improve the quality of student life and services to guarantee students’ continued well-being.

Action Steps 7.1 Grow,

diversify, and strengthen the University’s Greek system.

7.2 Revise

and systematically communicate campus safety procedures.

7.3 Improve

and expand campus facilities and hours.

Initiative 8

Enhance cultural enrichment and “quality of place” activities.

Action Steps 8.1 Provide

institutional support and opportunities for students and community members to develop an awareness of the arts through a wide range of sponsored events.

7.4 Identify,

develop, and implement programs to improve student wellness.

7.7 Conduct

a review of college leadership models and, in collaboration with faculty, design and implement a broad-based leadership program for students.

7.5 Implement

in all Student Life areas an annual goals and assessment plan to better align activities with institutional priorities and evaluate progress and impact.

7.8 Undertake

an assessment of the current Student Senate structure, functioning, and impact; make recommendations, as needed, to the Chancellor for a revised approach with greater student representation at the institutional level and a robust election process.

7.6 Review

existing support of student organizations and devise a slate of activities to facilitate the creation of new organizations and strengthen advising, knowledge of funding, and programming potential for all organizations.

8.2 Secure

Division II athletic membership and enhance public awareness of Lion Athletics through a comprehensive branding strategy.

the Center for Lifelong Learning as the region’s primary source for personal development and enrichment.

8.4 Seek

and foster new partnerships to advance the cultural arts and global awareness.

8.5 Create

8.3 Solidify

a formal mechanism, possibly a center for public service, to advertise, market, and promote the University’s involvement, expertise, and outreach.

4

5

UA Fort Smith

Initiative 9

Develop as a center for intellectual, artistic, social, and cultural advancement.

Ensure a high-quality Residential Life program that facilitates leadership development, service learning, academic success, and retention.

Initiative 10

Develop and implement personal enrichment programs to engage youth (17 and younger) as lifelong learners.

Action Steps 10.1

Engage high-risk, highpotential, low-income youth in active learning opportunities to foster intellectual and leadership development.

10.2

Explore increased opportunities for the Academy of the Arts to reach under-represented student populations.

10.3

Identify and develop internal and external partnerships to promote and expand new learning opportunities for pre-college populations.

10.4

Expand opportunities to offer lifelong learning programs to previously under-represented groups.

Action Steps 9.1 Create

a comprehensive programming model that includes social, educational, recreational, and health and wellness components.

9.2 Seek

and expand partnerships across campus to promote leadership and programming opportunities.

9.3 Modify

and update facilities.

9.4 Customize

services to meet the needs of a diverse resident student population.

9.5 Create

a departmental training program to enhance student leadership.

9.6 Develop

and implement learning communities, themed housing, and initiatives that support and advance the academic goals of UA Fort Smith students.

Strategic Plan

7

UA Fort Smith

Initiative 1

Develop an academic identity grounded in the application of knowledge, civic engagement, and global awareness.

Maximize citizenship and real-world work application experiences.

Action Steps 1.1 Increase

student engagement in applied learning and realworld experiences through internship opportunities and other types of practical work study.

1.2 Increase

student engagement in service and civic activities and in scholarly/creative activities and presentations in areas such as communitybased work and scholarship within the curriculum.

1.3 Increase

the focus on globalization and diversity by providing accessibility for study abroad and promoting cultural enrichment.

1.4 Enhance

ethical leadership and civic engagement programming opportunities.

Strategic Plan

Initiative 2

Initiative 3

Action Steps

Action Steps

Prepare students for a successful transition from the University to the external community.

2.1 Enhance

Career Services support for employment assistance and postgraduate preparation to include a staffing needs analysis.

2.2 Increase

interactions between former and current students to establish a clear connection between students and alumni.

2.3 Develop

opportunities for students to create portfolios that represent student engagement and demonstrates service, scholarship, and work experiences.

Position the University as a leader in developing and supporting a climate of innovation and entrepreneurship.

3.1 Prepare

and implement a plan to recruit and retain faculty with an interest in innovative and entrepreneurial research and teaching.

3.2 Expand

innovative and entrepreneurial opportunities for students through coursework and internships.

3.3 Support

University research activities that could lead to transforming individual academic expertise and research results into intellectual property, marketable commodities, and economic development.

8

9

UA Fort Smith

Initiative 1

Increase the number of graduates to meet workforce needs.

Solidify and expand UA Fort Smith’s position as a primary contributor to economic development.

Initiative 2

Establish and nurture partnerships that expand economic development opportunities.

Action Steps 1.1 Evaluate

existing University programs to ensure their relevance to the marketplace’s changing needs.

1.2 Prepare

and implement strategies to specifically target increased numbers of science, technology, engineering, mathematics (STEM), nursing, and education graduates.

1.3 Maintain

and pursue appropriate programs dedicated to developing “workready” graduates for business and industry, education, healthcare, and government.

Action Steps 2.1 Expand

existing partnerships with public schools, community colleges, and other universities to increase graduates in high-demand, high-wage professions.

2.2 Develop

strategic partnerships with statewide economic development planners and state agencies.

2.3 Grow

the University’s and the region’s support for the Innovation and Entrepreneurship Center (IEC).

2.4 Explore

the possibility of creating a business incubator in conjunction with private and public partners.

2.5 Promote

the Center for Business and Professional Development as a primary source for workforce and non-traditional development opportunities.

Strategic Plan

Initiative 3

Establish “Economic and Community Development Centers of Excellence,� focusing on accessibility and economic development needs.

Action Steps 3.1 Develop

a plan to create synergies between the University’s existing economic development centers.

3.2 Systematically

acquire and share economic data from a variety of sources.

3.3 Expand

the library to meet and house business and industry research.

3.4 Secure

national and international experts to provide information on vital community and economic development matters.

10

11

UA Fort Smith

Initiative 1

Implement and maintain an appropriate technological infrastructure.

Lead in the innovative use of technology.

Initiative 2

Deploy and maintain appropriate technology to meet institutional teaching and learning objectives.

Action Steps 1.1 Increase

the number of both highly trained instructional and technical support personnel to more effectively assist students, faculty, and staff.

1.2 Create

redundancy in the technological infrastructure to ensure continuity of technological functions and operations.

1.3 Develop

workplace uses for technology to improve efficiencies and costeffectiveness.

Action Steps 2.1 Increase

the quality and availability of courses and programs using relevant current and emerging technologies.

2.2 Increase

the use of an effective online course delivery system and improve quality training for faculty and students to enhance student retention and success in these courses.

2.3 Discover

and develop technology potential to further enhance faculty opportunities to engage in research.

2.4 Create

computer classroom efficiencies through consolidation where appropriate.

2.5 Create

computer centers around campus to maximize student access to technology for study and social interaction at least 18 hours per day.

Strategic Plan

Initiative 3

Provide a solution for communicating the University’s opportunities, presence, and direction.

Action Steps 3.1 Create

and maintain an informative website that is easy to navigate.

3.2 Embrace

and utilize current trends in social media to reach students, parents, faculty, and other constituents.

3.3 Use

technology to promote safety and security for the campus community.

3.4 Provide

paperless solutions to process student, administrative, and community requests or requirements.

12

13

UA Fort Smith

Initiative 1

Initiative 2

Action Steps

Action Steps

Create global and cultural awareness with on-campus and off-campus experiences.

Promote global learning initiatives.

1.1 Enhance

global experiences by recruiting international students and by providing University students with opportunities to study abroad.

1.2 Promote

and implement learning opportunities and partnerships to develop new outreach programs focusing on global awareness.

1.3 Expand

and enhance global and cultural awareness through curricular integration and increased cultural activities on campus and in the community.

1.4 Develop

programming for the University’s incoming international student population.

Establish worldwide relationships to develop student learning opportunities.

2.1 Support

faculty and student exchanges to increase crosscultural interactions.

2.2 Create

opportunities for education-focused international travel to stimulate cross-cultural understanding.

2.3 Recruit

international scholars as visiting professors to broaden the University community’s exposure to global perspectives.

Strategic Plan

14

15

UA Fort Smith

Initiative 1

Develop and nurture diverse, mutually beneficial relationships.

Continue to seek and steward resources.

Initiative 2

Strategically grow resources.

Action Steps 2.1 Complete

successfully the current major gifts campaign.

Action Steps

1.1 Strengthen

alumni relationships.

1.2 Expand

opportunities for community leaders and legislators to be involved in advancing the University.

1.3 Create

partners through activities with the community that benefit the Fort Smith and Western Arkansas region. partnerships that build goodwill and benefits with the Fort Smith and Western Arkansas region.

2.2 Plan

and implement an annual fund program.

2.3 Increase

the funding base for economic centers through fundraising.

2.4 Foster

new partnerships by actively seeking and securing additional grant funding.

2.5 Develop

individualized funding strategies for institutional priorities.

1.4 Create

communicate the institution’s successes and future direction with open, accurate, and regular communications.

2.6 Develop

effective communication materials and processes that build the case for support.

1.5 Effectively

funding opportunities through individual and corporate philanthropy, public and private foundations, and federal and state sources.

1.6 Display

prominently the governing ideas of UA Fort Smith.

2.7 Seek

1.7 Identify

and develop relationships with local organizations to promote and expand lifelong learning opportunities.

2.8 Grow

and manage the Foundation’s endowment to a level sufficient to support 10 percent of institutional operating needs.

Strategic Plan

Initiative 3

To be wise managers and excellent stewards of resources entrusted to us.

Action Steps

3.1 Maintain

transparent accountability by creating and disseminating regular progress reports.

3.2 Build

University support for cost-saving measures and “smart business� practices.

3.3

Develop an inventory of regularly reviewed and updated resource plans (HR, financial, facility, IT) to accurately evaluate and project resource needs.

3.4 Promote

sustainability across the institution.

3.5 Create

an orderly framework for facility and campus expansion.

3.6 Invest

in the continuing development of faculty and staff.

16

17

UA Fort Smith 1968

192 8

Shelby Breedlove named institution’s fourth president. Vines Building dedicated.

196 0

1937 FSJC moves to new quarters beneath enclosed stadium at Fort Smith High School (now Northside).

1928 Fort Smith Junior College, temporarily housed in Fort Smith High School, welcomes first students.

Public school superintendent J.W. Ramsey serves as president.

1966 Fort Smith Junior College becomes Westark Junior College.

1952 Elmer Cook becomes second president. Classes open on new campus.

Sebastian County referendum creates Community College District and governorappointed board.

FSJC leases 40-acre “county poor farm” at corner of Grand Ave. and Waldron Rd.

Fort Smith School Board votes to separate FSJC from public schools.

1975 James Kraby named fifth president.

Enrollment tops 3,000.

1965

1951

1950

Westark Foundation successfully completes first major gifts campaign.

Enrollment tops 5,000.

1963 Enrollment tops 1,000.

1988 Enrollment tops 4,000.

198 0

Dr. E.T. Vines becomes third FSJC president.

197 0

195 0

1958

1989

1973 Enrollment tops 2,000.

1983 1972 Westark Junior College becomes Westark Community College. Gardner Building dedicated.

Joel R. Stubblefield becomes sixth president.

University Timeline

Throughout the decades UA Fort Smith has never been complacent. Since 1928 the men and women who have worked on this campus have each added a bit of their own story to ours, putting themselves into their work and leaving an impression that still resonates today. We continue their progress and honor their legacy by frequently adding degree programs, student services, advanced technology, and community enhancement projects.

Where we are going as a university can only be fully appreciated by looking back at where we’ve been. Our timeline shows one consistent trend: growth, allowing us to touch more lives than ever before. Our strategic plan guides us in creating 21st century opportunities for our region.

Strategic Plan

18

2008 • Economic development becomes major focus.

• Chancellor’s Coalition for the Visual Arts leads art revival on campus.

1998

2007

Westark Community College becomes Westark College.

• International program launched.

• Alumni Association founded.

• Innovation and Entrepreneurship Center opens.

• NCAA application process begins.

• Four-year graduates outnumber two-year for first time.

1997 Legislation allows Westark to offer a limited number of bachelor’s degrees.

2010 • Campus spans 170 acres and over 1 million square feet of facilities.

• Numa sculpture unveiled.

• Five Year Strategic Plan 2010 - 2015 unveiled.

2006

199 0

Paul B. Beran named chancellor.

2005

20 0

0

UA Fort Smith reaccredited with recognition as a baccalaureate institution.

1990

2009

University Center opens on campus, offering fouryear degrees. Campus Master Plan completed.

Enrollment tops 7,000.

• Westark College officially becomes University of Arkansas - Fort Smith.

• Enrollment tops 6,000.

2001 Sebastian County deeds campus land to college. Local sales tax enacted to support new four-year institution.

2000 Westark Board of Trustees and University of Arkansas System approve merger.

Cross section of a 100-year-old American elm that formerly stood between Grand Ave. and the Flanders Business Center.

2 01 0

2002

19

UA Fort Smith 16

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K i n ke a d

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Campus Expansion 1.

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Ballman-Speer — 1956 Holt — Built 1961 Fitness Center — 1965 Flanders Business Center — 1968 Vines — 1969 Fullerton Administration — 1970 Gardner — 1972

Dates listed denote when buildings were populated by the University.

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Breedlove — 1977 Business Center — 1980 Boreham Library — 1986 Echols — 1986 Kinkead Annex — 1991 Math/Science — 1992 Crowder Field — 1993

Strategic Plan

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Grand Ave.

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Reynolds Bell Tower — 1995 Business and Industrial Institute — 1996 Baldor Technology Center — 2000 Plant Operations — 2000 Smith-Pendergraft Campus Center — 2001 Stubblefield Center — 2001 Sebastian Commons — 2003

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Pendergraft Health Sciences Center — 2004 51st Annex — 2008 Lion Plaza — 2010 Lion’s Den Residence Hall — 2010 Intramural Field and Additional Parking Library Expansion

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