Objectives to Achieve Modest Growth and Diversity - Fulfilling Our Promise: 2011-16 Long-Range Plan

There are nine major objectives under the Access to Success strategic initiative:

Objective 1: Increase the number of programs that can be completed through alternative pathways and increase the number of student in alternative pathways programs

Alternative pathways include online, evening/weekend, off-campus, iCourses and other courses that are not traditional, face-to-face, daytime classes.

Measure: Number of degree programs that can be completed through alternative pathways

2016 Target

Increase from 39 to 50 in 5 years
Track progress
Source: Aspirational

Tactics	Accountability
Conduct market analysis to determine viability of current programs and content areas for future programs	Office of the Provost
Develop comprehensive marketing program for alternative pathway programs	Associate Provost for Access and Outreach
Provide adequate support (i.e., advising, tutoring) for students in alternative pathway programs	Associate Provost for Access and Outreach

Objective 2: Maintain modest growth in enrollment while increasing the diversity of the student body

Measure 1: Total Enrollment

2016 Target

Modest annual growth (1-2%) to reach 22,500 by 2016
Track progress
Source: Aspirational based on recent growth patterns

Tactics	Accountability
Establish an executive enrollment management committee to develop an enrollment management plan that includes targets for various segments of the University’s enrollment and strategies for achieving those targets. These segments include (but are not necessarily limited to) the following, some of which overlap: Undergraduate degree-seeking Graduate degree-seeking Nondegree and certificate-seeking students High school dual enrollment International students Students predominantly enrolled in evening, online or off-campus programs In developing the plan, the committee will consider internal and external factors that influence enrollment as well as the balance between enrollment and net revenue. Enrollment management plans of the academic units must be integrally tied to the overall plan. As such, deans will continue to update their enrollment management plans annually. Additionally, the plan must incorporate diversity goals listed below. The plan will be published online, reviewed annually and revised as needed to optimize enrollment potential based on trends and changes in demographics, market demand, federal and state policies, and other factors that influence enrollment. The online plan will also include an annual progress report.	Vice President for Student Affairs

Tactics

Accountability

Establish an executive enrollment management committee to develop an enrollment management plan that includes targets for various segments of the University’s enrollment and strategies for achieving those targets. These segments include (but are not necessarily limited to) the following, some of which overlap:

Undergraduate degree-seeking
Graduate degree-seeking
Nondegree and certificate-seeking students
High school dual enrollment
International students
Students predominantly enrolled in evening, online or off-campus programs

In developing the plan, the committee will consider internal and external factors that influence enrollment as well as the balance between enrollment and net revenue. Enrollment management plans of the academic units must be integrally tied to the overall plan. As such, deans will continue to update their enrollment management plans annually. Additionally, the plan must incorporate diversity goals listed below.

The plan will be published online, reviewed annually and revised as needed to optimize enrollment potential based on trends and changes in demographics, market demand, federal and state policies, and other factors that influence enrollment. The online plan will also include an annual progress report.

Vice President for Student Affairs

Measure 2: Minority Enrollment

2016 Target

Increase percentage of historically excluded groups from 9% to 12% by 2016
Track progress
Source: Aspirational

Tactics	Accountability
Diversity recruitment: Note: The following are in addition to the above efforts which will target all students. Focus new admission counselors for diversity, outreach and recruitment on 8th through 10th graders to strengthen the pipeline for minority students Develop a database of youth ministers at predominantly minority churches to serve as contacts for the recruitment effort Continue to expand the STEP conference	Vice President for Student Affairs with the Office of Admissions

Tactics

Accountability

Diversity recruitment:

Note: The following are in addition to the above efforts which will target all students.

Focus new admission counselors for diversity, outreach and recruitment on 8th through 10th graders to strengthen the pipeline for minority students
Develop a database of youth ministers at predominantly minority churches to serve as contacts for the recruitment effort
Continue to expand the STEP conference

Vice President for Student Affairs with the Office of Admissions

Measure 3: International Enrollment

2016 Target

Increase percentage of international students from 6% to 8% by 2016
Source: Aspirational

Tactics	Accountability
Continue to establish a network of partner universities that prepare and send their students to MSU for further study	Office of the Provost, Vice President for Research and Economic Development and International Center
Expand recruiting efforts through the MSU international recruiting specialist, including efforts to diversify MSU's international population	Executive Director of International Center
Continue to expand connections through U.S. Department of State, Commerce Department and other governmental units that support international students coming to the U.S.	Executive Director of International Center
Continue to work collaboratively through the Study Missouri consortium to bring more international students to Missouri	Executive Director of International Center
Expand programming through the International Center	Executive Director of International Center

Objective 3: Monitor course demand more efficiently to ensure proper availability of courses to optimize student learning

Measure: Number of students able to complete general education basic required courses (qualitative, communication-spoken & written)

2016 Target

100% of students will have the opportunity to complete basic courses in first two years (60 hours)
Source: Aspirational based on University Best Practices

Tactics	Accountability
Refine policies and funding models to enable departments to meet demand in an optimal fashion	Office of the Provost

Objective 4: Maintain competitive cost of attendance

Measure: Tuition for Missouri resident undergraduates will not increase by more than the Consumer Price Index (CPI) unless state funding fails to increase by at least CPI

2016 Target

TBD

Tactics	Accountability
Utilize CPI data in the development of fee structures for presentation to the Board of Governors	Vice President for Student Affairs
Annually assess our tuition and fees in comparison with other public universities in Missouri	Vice President for Student Affairs

Objective 5: Increase the retention rate of first-time freshmen

Measure: Retention rate

2016 Target

Increase from 73.48% to 80%
Track progress
Source: Aspirational based upon ACT Institutional Data

Tactics	Accountability
Focus the efforts of the Student Success/Retention Committee on examination of data	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs
Expand first-year retention efforts such as curricular and living learning communities and integrated service-learning based on analysis of student success data	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs
Focus interventions on students most at-risk (based on analysis of data—not just academically at-risk)	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs

Objective 6: Increase the six-year graduation rate of freshmen and transfer students

Measure 1: First-time, full-time freshmen

2016 Target

Increase from 54.4% to 60%
Track progress
Source: Aspirational based upon ACT Institutional Data

Tactics	Accountability
Provide opportunities for timely completion of degrees by scheduling for Student Success	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs
Focus the efforts of the Student Success/Retention Committee on examination of data	TBD
Communicate student success data and tactics to all departments to develop a unified focus on student success	TBD
Continue course transformation efforts focused on improved student learning outcomes	TBD

Measure 2: Transfer students

2016 Target

Increase from 57.53% to 62%
Source: Aspirational

Tactics	Accountability
Utilize transfer task force to develop success strategies	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs
Include focus on transfer students in the Student Success/Retention Committee data analysis	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs
Develop specific strategies to reach transfer students such as transfer student orientation	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs
Continue Transfer Advisor Workshops and distribute Transfer Advisor Guides to all advisors	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs
Appoint a transfer advisor along with a back-up transfer advisor for each department to ensure advisor availability	Office of the Provost, Vice President for Student Affairs and Associate Provost for Student Development and Public Affairs

Objective 7: Increase the number of degrees awarded in non-STEM (Science, Technology, Engineering, Mathematics) fields aligned to the critical workforce needs of the region and state

Measure: Number of degrees in non-STEM fields; State and regional data defining current critical workforce needs - MDHE list (Missouri Department of Higher Education)

2016 Target

Increase undergraduate rate by TBD% from 1,104.67
Increase graduate rate by TBD% from 495.01
Track progress

Tactics	Accountability
Use MDHE definitions and determine baseline data for non-STEM critical workforce degrees from which strategic planning targets may be generated	Office of the Provost

Objective 8: Increase the number of degrees awarded in STEM fields

Measure: Number of degrees in STEM fields

2016 Target

Increase undergraduate rate by 5% from 549.32
Increase graduate rate by 10% from 93.15
Track progress
Source: Aspirational based upon statewide priorities/goals

Tactics	Accountability
Increase recruiting efforts in STEM disciplines	Office of the Provost
Provide adequate academic support for STEM courses	Office of the Provost
Improve recruiting and retention of women and historically excluded groups	Office of the Provost

Objective 9: Improve student learning outcomes by applying creative design and delivery approaches across the breadth of the curriculum

Measure 1: Proficiency Profile

The purpose of the University Exit Exam is to evaluate the general academic knowledge and skills of the students receiving a baccalaureate degree at Missouri State University, to assess the outcomes of our academic programs and to improve the quality of instruction and learning at this institution. Since 1992, the University has used an assessment tool developed by the Educational Testing Service to address this purpose. The current test being used is called the ETS(r) Proficiency Profile.

2016 Target

Increase from 450.19 (71%) to 451.1 (75%)
Track progress
Source: Assessment Division of the Faculty Center for Teaching and Learning and National Data

Tactics	Accountability
Ensure student awareness of examination (e.g., inform students during first-year, include in degree audit)	Office of the Provost, Associate Provost for Student Development and Public Affairs, Assessment Division of the Faculty Center for Teaching and Learning
Build student pride in exam results—results reflect on the value of their degrees at Missouri State University	Office of the Provost and Associate Provost for Student Development and Public Affairs
Determine most effective means of test administration (e.g., as part of capstone courses or through college)	Office of the Provost and Associate Provost for Student Development and Public Affairs

Measure 2: Major Field Tests

The Educational Testing Service (ETS) offers a variety of discipline-specific assessment tools designed to evaluate student mastery within those disciplines. Since 1990, Missouri State University has offered ETS Major Field Tests to undergraduate students in the following areas: biology, business, chemistry, computer science, English literature, history (discontinued by ETS in 2009), mathematics, music, physics, political science, psychology, sociology and criminal justice. An ETS Major Field Test is also offered for students in the MBA program, and The Praxis Series^TM is offered to students in the education program.

2016 Target

All academic colleges and the University should exceed the national average
Track progress
Source: Assessment Division of the Faculty Center for Teaching and Learning and National Data

Tactics	Accountability
Ask college to set aspiration goals for Major Field Tests and determine ways to meet goals	Office of the Provost

Measure 3: Number of course redesign projects undertaken

2016 Target

Establish baseline to determine realistic increase in number of course redesign projects undertaken

Tactics	Accountability
Create networking groups of faculty and teaching staff interested in course redesign (priority will be on general education courses)	Office of the Provost and Faculty Center for Teaching and Learning

Measure 4: Number of course redesign projects completed

2016 Target

Establish baseline to determine increase in number of course redesign projects undertaken

Tactics	Accountability
Create networking groups of faculty and teaching staff interested in course redesign	Office of the Provost and Faculty Center for Teaching and Learning
Create teaching fellows to engage in 2-year course redesign projects	Office of the Provost and Faculty Center for Teaching and Learning
Offer workshops and training opportunities for faculty and staff engaged in course redesign	Office of the Provost and Faculty Center for Teaching and Learning
Create a task force to examine the technology needs (infrastructure) and personnel needs required to support course redesign and distance delivery	Office of the Provost, Associate Provost for Access and Outreach and Faculty Center for Teaching and Learning

Measure 5: Disciplinary learning outcomes

2016 Target

Significant and measurable improvement in disciplinary learning outcomes
Source: Aspirational

Tactics	Accountability
Encourage meaningful conversations among faculty in every department regarding important learning outcomes to target for students	Office of the Provost
Encourage meaningful involvement in the assessment cycle process at the programs and department level	Office of the Provost

Measure 6: Increase and enhance technology for blended delivery methods

2016 Target

Increase the number of courses offered via blended delivery methods
Source: Aspirational

Tactics	Accountability
Support the increasing number of blended courses providing experiential and active learning experiences for Next Generation students	Associate Provost for Student Development and Public Affairs and Faculty Center for Teaching and Learning
Procure software, technology and tools necessary to allow faculty and students to develop interactive multimedia activities	Associate Provost for Student Development and Public Affairs and Faculty Center for Teaching and Learning
Establish priority for purchase of streaming media server technologies for academic support	Associate Provost for Student Development and Public Affairs and Faculty Center for Teaching and Learning
Increase the use of online collaborative tools for synchronous meetings and classes	Associate Provost for Student Development and Public Affairs and Faculty Center for Teaching and Learning
Provide personnel support for the in-house development of the interactive multimedia modules in support of course redesign	Associate Provost for Student Development and Public Affairs and Faculty Center for Teaching and Learning
Enhance the University’s course management system through the acquisition of building blocks and integrate it more fully into existing and future administrative systems	Associate Provost for Student Development and Public Affairs and Faculty Center for Teaching and Learning

Measure 7: Increase and enhance technology for online delivery methods

2016 Target

Increase the number of courses offered via online delivery methods
Source: Aspirational

Tactics	Accountability
Support the increasing number of courses and degrees available through online delivery methods	Associate Provost for Access and Outreach
Procure software necessary to allow faculty and students to develop interactive multimedia activities	Associate Provost for Access and Outreach
Establish priority for purchase of streaming media server technologies for academic support	Associate Provost for Access and Outreach
Increase the use of online collaborative tools for synchronous and asynchronous meetings and classes	Associate Provost for Access and Outreach
Provide personnel support for the in-house development of the interactive multimedia modules in support of online course development	Associate Provost for Access and Outreach
Enhance the University’s course management system through the acquisition of building blocks and integrate it more fully into existing and future administrative systems	Associate Provost for Access and Outreach