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Strategic Plan Progress

Friday, December 06, 2019

Major Strategic Plan Accomplishments

Year One (2017-2018):

  • UA-PTC underwent a college-wide restructure as part of Priority 3—Create Systems of Organizational Effectiveness per the recommendations made of a college-wide task force (fall 2017). Many of the recommendations made by the task force were implemented in late spring 2018. The breadth of the work completed by this group can be found here: https://www.uaptc.edu/sas.
  • Overhauled the Academic Catalog to serve as an organized and user-friendly resource to students, faculty, and staff. Priority 1—Cultivate Student Success
  • Implemented case management model for student academic advising, as well as faculty advising. Priority 1—Cultivate Student Success
  • Developed a faculty and staff driven Shared Governance structure (spring 2018). Priority 2—Ensure Faculty and Staff Excellence and Priority 3—Create Systems of Organizational Effectiveness
  • The Institutional Effectiveness Office established a master operational meeting calendar to drive transparency and accountability. Guidelines for scheduling team meetings were also developed (summer 2018). The calendar is located on the College’s website here: https://www.uaptc.edu/governance/calendar. Priority 3—Create Systems of Organizational Effectiveness
  • Initiated implementation of new planning and assessment platform for the centralized collection of outcomes assessment, planning, and program review information across the College (fall 2017-spring 2018). Priority 3—Create Systems of Organizational Effectiveness
  • Developed the College’s first Academic Master Plan (spring 2018). Aligned with all Strategic Priorities.

Year Two (2018-2019):

  • Opened the Welcome Center (fall 2018). Additionally a Welcome Center website has been developed which also houses the Welcome Center policy and procedure manual that was developed to document key processes and provide useful information to the staff and stakeholders of UA-PTC’s Welcome Center. Priority 1—Cultivate Student Success
  • Implemented Early Alert System as part of the College’s student retention efforts (fall 2018). Priority 1—Cultivate Student Success
  • The new UA-PTC Student Handbook was developed to be a clear and easily accessible resource for students. The handbook contains a collection of relevant topics, policies, and procedures that guide student success and define expectations for students at UA-PTC. The handbook is designed to serve as both a stand-alone document and an extension of the existing Academic Catalog. The handbook is updated by the Dean of Student Affairs on the same schedule as the Academic Catalog cycle. Priority 1—Cultivate Student Success
  • 100% of program level assessment plans were entered into Nuventive (fall 2018). Priority 1—Cultivate Student Success
  • Established Co-curricular Learning Outcomes (fall 2018). Priority 1—Cultivate Student Success
  • General Education Committee recommended General Education Program requirements to assist the College with reviewing the General Education Program, which were approved by the Student & Academic Affairs Council (fall 2018). Priority 1—Cultivate Student Success
  • Established a Student Success Task Force, which made recommendations to unify institutional resources and shape campus culture to prioritize the support of students transitioning to college (spring 2019). A summary report of the recommendations can be found here: www.uaptc.edu/priority-one-student-success. Priority 1—Cultivate Student Success
  • The Provost’s Office led focused discussions on course success and retention rates with each School’s Dean and program/departmental leadership. Specifically, courses with a 3-year success rate of ≤ 70% for traditional, or ≤ 69% for online modalities were reviewed to determine what support strategies could be put in place for students and/or faculty (Spring 2019). Priority 1—Cultivate Student Success and Priority 2—Ensure Faculty and Staff Excellence
  • Adopted the Academic Calendar Formula developed by the Institutional Effectiveness Office, which was used to establish a 5-Year Academic Calendar. Both the formula and calendar were approved through the new system of shared governance (fall 2018). Priority 1—Cultivate Student Success and Priority 3—Create Systems of Organizational Effectiveness
  • Conducted a comprehensive review of the Human Resources Department as recommended by both Faculty and Staff Senates (fall 2018-spring 2019). Priority 2—Ensure Faculty and Staff Excellence and Priority 3—Create Systems of Organizational Effectiveness
  • The Valuing Stakeholders Council established new criteria for a Faculty and Staff Recognition and Awards Program (spring 2019). Priority 2—Ensure Faculty and Staff Excellence
  • Successfully provided a one-time bonus to all full-time faculty and staff through strategic budgeting and resource allocation (spring 2019). Priority 2—Ensure Faculty and Staff Excellence
  • Implemented improvements to the planning and budgeting process for better alignment and transparency (fall 2018 and spring 2019). Priority 3—Create Systems of Organizational Effectiveness
  • Developed new instructional and unit program review cycles, calendars, and processes (summer 2019). Priority 3—Create Systems of Organizational Effectiveness
  • Continued rebranding efforts and acquired new signage (summer 2019). Priority 4—Tell Our Story
  • Prior to the Fall 2018 semester Admissions rebranded the main “Open House” recruitment event as “Preview Day” and started providing bus transportation to bring students to the main campus which resulted in about 400 students attending. Preview Day programming events were further revamped and changes were made to host the Spring Preview Day at both the south and main campuses to highlight the CHARTS and CAHMI facilities. Transportation, as well as lunch for the first time, was provided to all attendees. Furthermore, perspective students were grouped by areas of interest and given more direct program specific attention by faculty. In addition, more communication was sent out to involve the campus community, talking points were provided for consistency, and a specific video was produced and used to set the atmosphere at the start of the day. This resulted in 381 students attending Spring Preview Day. Priority 4—Tell Our Story

Year Three (2019-2020):

  • Launched Online Learning Initiative to address: 1) Ease of Use: LMS shells that are clear and streamlined in structure and design; 2) Instructor Presence: Consistent faculty contact, availability, and presence online; 3) Objectives and Expectation: Presentation of clear expectations and objectives; 4) Technology: Use and command of a variety of appropriate technology; and, 4) Assessment: Use of appropriate assessment and feedback for students (fall 2019). Priority 1—Cultivate Student Success
  • Opened the new Technology Help Center (fall 2019) to assist students with on-campus technology resources and tools. Priority 1—Cultivate Student Success
  • Centralized the management of shared governance and program review processes within the Institutional Effectiveness Office as part of Priority 3—Create Systems of Organizational Effectiveness (summer and fall 2019) https://uaptc.edu/ie.
  • Full implementation of Comprehensive Instructional and Unit Program Review Cycle (fall 2019) https://uaptc.edu/ie/program-review. Priority 3—Create Systems of Organizational Effectiveness
  • Successful launch of the College’s inaugural Planning Week which focused on developing knowledge of institutional effectiveness processes (fall 2019) https://uaptc.edu/ie/planning/resources. Priority 3—Create Systems of Organizational Effectiveness
  • Significant improvements to the College’s website (fall 2019). Priority 4—Tell Our Story
  • Implementation of a new course evaluation system is scheduled for fall 2019.
  • Streamlining of curricular change process.

Year Four (2020-2021):