Vision 2020 Strategic Plan - University of the District of ...files.udc.edu/docs/bot/Vision2020_StrategicPlan_final.pdf · Vision 2020 Strategic Plan 1 A. Mission Statement The University

Vision 2020 Strategic Plan 1

A. Mission Statement

The University of the District of Columbia is a pacesetter in urban education that offers affordable and effective undergraduate, graduate, professional, and workplace learning opportunities. The institution is the premier gateway to postsecondary education and research for all residents of the District of Columbia. As a public, historically black, and land-grant institution, the University’s responsibility is to build a diverse generation of competitive, civically engaged scholars and leaders.

During the next decade, the University of the District of Columbia will enhance its standing as a world-class, preeminent institution of higher education that produces graduates with the passion and potential to succeed. The University will achieve this goal through an unwavering commitment to excellence in all that it undertakes. The University will attract a diverse student body that possesses the ability and hunger for learning. Innovative and relevant programs, with an emphasis on those with the highest demand now and in the future, will prepare students to be engaged and self-realized citizens and leaders in a complex, democratic, ever-changing society. Central to this mission is faculty dedication to a fertile, engaged, and ethical learning environment characterized by a free exchange of ideas, shared intellectual resources, cutting edge scholarship, and high academic expectations.

The University will foster research and scholarship programs noted for their quality, creativity, and impact, and provide affordable access. As befits its status as a Historically Black University and its status as the only urban land-grant institution in the country, and its location in the nation’s capital, the University will remain focused on diversity while heightening its exposure and influence and address great and challenging problems of our time. Taking maximum advantage of its special location, the University will be a center for creation and refinement of knowledge; advancement in science and technology, humanities, and social sciences; and leadership.


B. Vision Statement

The University of the District of Columbia will empower its graduates to be critical and creative thinkers, problem solvers, and effective communicators and engaged, service-driven leaders.

The University of the District of Columbia represents a major and unique asset to the District and beyond. As the nation’s only urban land-grant institution, the University’s mission is to foster the education, critical thinking, and intellectual growth of its students, and the creation and application of new knowledge and the effective engagement with the surrounding world.

Outstanding students from the District, the nation, and the world are provided with the skills, training, and knowledge that will prepare them to be leaders in their careers. In achieving this vision, the University of the District of Columbia offers a wide range of education programs while simultaneously nurturing a diverse and stimulating campus community to harness the potential of its students. Through these programs, the University prepares individuals to think critically, who are literate, technologically proficient, and globally conscious. Through extensive programs in research and scholarship, the University plays a significant role in advancing the frontiers of knowledge.

It will continue to engage in collaborative ventures with a range of domestic and international institutions – educational, scientific, cultural, governmental, and commercial to benefit the development of the University’s students and its scholarly endeavors, and ultimately to advance the overall welfare of the District, the nation, and the world beyond.


C. Core Values

All University actions will be guided by the following values:


D. Vision 2020 Goals and Objectives for 2014 – 2020

Goal #1 Offer effective, flexible, and accessible educational programs

that merge classroom and experiential learning to prepare graduates for the 21st century.

Goal 1 - Objective #1:

Become one of the nation's premier public universities in experiential and online learning

Recommended Strategies:

• Develop major courses of study, including associate, baccalaureate, and graduate-level programs, that may be completed entirely online

• Modify curriculum of all major courses of study to include an out-of-classroom experiential learning objective

• Formalize existing relationships and create new relationships with internship providers and other outlets for experiential learning, including the establishment of an experiential learning advisory group

Recommended Metric(s):

Metric Baseline(Year) Goal (2020) Owner

Number of complete academic programs offered entirely online

or in a comparable distance learning format

0 (2013) 8 Academic

Affairs

Percentage of major courses of study requiring the completion

of at least one out-of-the-classroom experiential learning

activity

<5.0% (2013) 20% Academic

Affairs



Align educational offerings across the University to respond to student interests and the District of Columbia’s economic priorities


• Address student demand by phasing out under-enrolled and under-performing programs and investing in fields with high internal and external student demand

• Regularly assess each academic program based on internal student demand, external student demand

• Annually evaluate linkages between academic and workforce development offerings and the District of Columbia’s stated economic development priorities

• Implement comprehensive e-advisory systems for all students and clearly communicate the availability and non-availability of programs to all students



Percentage of major courses of study with enrollments of lower

than 20 full-time equivalent students

Undergraduate: 35.4%

Graduate: 73.9%

(AY11-12)

Undergraduate: <10.0%

Graduate: <60.0%

Academic Affairs

Number of degrees granted at all levels per full-time

equivalent student

16.8 (AY11-12)1 25.22 Academic

Affairs

Percentage of graduates from academic, degree-granting

programs who are employed in a field related to their major course of study within 12

months of graduation

n/a3

(2013) 50%

Academic Affairs

Student Affairs

1 705 / 4,186 2 Baseline + 50% 3 Initiative is proposed in the Vision 2020 Plan.



Build a student-centered learning environment that develops career-ready, civically engaged individuals and enlightened leaders


• Better distribute limited resources to all students by winding down intercollegiate athletics

• Grow comprehensive living-learning communities that support academic persistence and completion by developing an on-campus housing option

• Invest in a well-funded institutional aid program to increase student scholarship, accessibility, retention, and completion

• Maximize the efficient use of available space by completing an instructional space consolidation plan aimed at centralizing all nursing, laboratory, and other program-specific spaces



Total dollar value of all institutional aid awards

$1,789,130 (AY12-13) $2,500,000 Academic Affairs

Number of students receiving an institutional aid award of any dollar

value

505 (AY12-13) 706 Academic Affairs

Number of students participating the Presidential Scholars program n/a 100 President

Academic Affairs

Number of student housing beds available

146 (FY14) 400

Academic Affairs Student Affairs

Facilities and Real Estate


Goal #2 Create and maintain a culture of accountability and

transparency in governance, administration, and operations.


Increase the autonomy of Community College operations and continue to transition the Community College toward independence Recommended Strategies:

• Request the Board of Trustees to form a Community College Advisory Committee to help guide the further transition of the Community College to independent status

• Ensure all Community College financial and other resource needs are adequately met each year

• Propose an aggressive timeline for transition of the Community College to achieve separately accreditable status



Total Community College full-time equivalent enrollment, 12-month

unduplicated

1,691 (AY12-13) 1,985

Academic Affairs Community

College

Number of autonomous administrative services

0 (2013) 94

Community College

President Board of Trustees

Number of degrees granted under independent authority

0 (2013) 2325

Community College


4 (1) Budget and Finance; (2) Human Resources; (3) Procurement; (4) Financial Aid; (5) Registrar; (6) Admissions and Recruitment; (7) Facilities and Security; (8) Information Technology; and (9) General Student Services. 5 Number of AS or AA degrees awarded in AY11-12 + 20%, .



Existence of a Community College Advisory Committee Non-existent(2013) Existent

Community College



Sustain the University's system of shared governance and improve communication with all University constituencies


• Propose a formal definition of “shared governance” to be adopted by the Board of Trustees

• Improve the daily communications infrastructure to reach students, faculty, and staff by employing a wide variety of effective methods

• Enhance working relationships with neighborhood groups and individuals surrounding all University campuses



Number of Campus-Community Taskforce meetings held per year

4 (2012) 4

Advancement Facilities and Real

Estate

Existence of a formal definition of “shared governance” adopted by the

Board of Trustees

n/a (2013) Adopted

Academic Affairs Faculty Senate Student Affairs




Engage in honest, open dialogue with all members of the University community on a regular basis to determine academic, financial, and resource priorities


• Hold regular campus-wide town hall meetings to share recent developments on the University campus and receive feedback from students and employees

• Publish standardized metrics and evaluations for each academic program, including an objective indicator of post-graduation employment

• Establish an annual budget-development committee including administrators, academic leadership, faculty and staff members, and students from all levels


6 Two per fall and spring semesters. 7 Two per month for August – December.


Number of campus-wide town hall meetings

0 (2013) 46 President

Advancement

Number of open, campus-wide budget development meetings held

0 (2013) 87

President Chief Financial

Officer


Goal #3 Position the University to be a trusted partner with business

and non-profit leaders, residents, and public officials


Increase the University’s focus on equity, social justice, and equality for District of Columbia residents in today’s changing society


• Increase the number, quality, and frequency of community-based service-learning opportunities for students at all levels

• Develop strong relationships with community interest groups, social justice advocates, and public policy think tanks to collaborate on addressing a wide array District of Columbia challenges

• Build the University’s wellness programming to better address health disparities within the District of Columbia and promote a healthy campus environment

• Maintain various points of entry into the University system to ensure all District residents seeking postsecondary education, including career education, are able to access the University



Percentage of students participating in the University’s Health and

Wellness Initiative n/a8 80% Student Affairs

Number of students completing at least one workforce development or

continuing education program

WFD: 2,950 CE: 1,900

(FY13)

WFD: 4,4259

CE: 2,850

10

Academic Affairs Community

College

8 Initiative is proposed in the Vision 2020 Plan. 9 Baseline + 50%. 10 Baseline + 50%.



Establish strong bilateral relationships with government, business, non-profit, and private employers


• Make a persistent and targeted effort to establish or improve relationships with employers in areas of regional economic growth

• Invest in customizable continuing education programming to meet District of Columbia employer and employee needs

• Formalize all relationships under an employer advisory network with the clearly stated purpose of expanding employment opportunities for University graduates



Number of students awarded Continuing Education Units across

all levels

1,700 (FY13) 2,55011

Community College

Academic Affairs

Student Affairs

Number of employer advisory committees established

112

(2013) 613 Academic Affairs

Advancement

Number of employers serving as a member of at least one of the

University’s employer advisory committees

114

(2013) 9015 Academic Affairs

Community College

11 Baseline + 50%. 12 SBPA advisory committee. 13 One for each school. 14 Current members of the SBPA Business Advisory Council. 15 Six committees with at least 15 members on each committee.



Raise philanthropic giving goals as part of an effort to diversify revenue sources


• Publish clear, defensible philanthropic goals on an annual basis, meet them and publish all results

• Create a culture of University advancement throughout all departments and divisions by ensuring proceeds of gifts improve University services, facilities, and the student experience in visible ways

• Develop an alumni employment network to utilize the University’s existing alumni network and support post-graduation employment



Published target value (net of expenses) for all advancement, development, fundraising and

related activity

$0 (2013) $2,000,000 Advancement

President

Percentage of University alumni contributing to any University

giving or philanthropic cam

<5.0% (2012) 20.0% Advancement

Student Affairs


Goal #4 Increase nationally recognized research, scholarship, and creative

activities.


Grow opportunities for increased student participation in disciplines related to Science, Technology, Engineering, and Mathematics (STEM)


• Build enrollment in STEM major courses of study through direct recruitment of District of Columbia students attending STEM-focused public and private elementary and secondary schools

• Establish strong links with public and private employers who maintain and grow substantial STEM-focused workforces

• Develop a general Associate of Science degree at the Community College that is fully transferable to all STEM-focused baccalaureate programs



Number of headcount students enrolled in an Associate, Bachelor,

Master or Doctorate of Science major course of study

2,652 (AY11-12) 2,91816 Academic Affairs

Number of headcount students enrolled in an general Associate of

Science major course of study at the Community College

n/a17 58418 Academic Affairs

Community College

16 Baseline + 10%. 17 Initiative is proposed in the Vision 2020 Plan. 18 20% of all Science degrees in 2020.



Expand research and scholarship in targeted disciplines to answer pressing urban issues of the 21st century

• Incentivize faculty and staff to engage in research and problem-solving of uniquely urban challenges

• Further focus all land-grant activities, including sponsored research, on the social, economic, health, and cultural needs of District of Columbia residents

• Develop and implement clear policies on the investment of sponsored program revenue in the departments responsible for successful awards



Amount of additional or bonus compensation paid to faculty and

staff members for completing urban-focused research or service

$0 (2013) $500,000

Academic Affairs Sponsored Programs

Existence of an approved policy to return a portion of sponsored

program research to individual departments

n/a19

(2013) Existent


19 Initiative is proposed in the Vision 2020 Plan.



Build on research of faculty and seek to commercialize existing patents, with a sharpened focus on technology transfer

• Finalize and present to the Board of Trustees for approval the University’s policy on intellectual property

• Investigate, and if feasible, establish a technology transfer or commercialization center with the aim of generating net revenue for the University

• Better utilize an interdisciplinary, campus-wide approach when applying for and completing sponsored research



Existence of an approved policy on commercialization of faculty and

staff research and intellectual property rights

n/a20

(2013) Approved


General Counsel

Total dollar value of net (after expenses) revenue generated from commercialization or technology

transfer activities

$0 (2013) $500,000


20 Initiative is proposed in the Vision 2020 Plan.


Goal 5 Create effective, student-centered institution through strategic

administrative and infrastructure enhancements


Recruit and employ strong and effective executives, managers, faculty, and staff who act in a fair, ethical, and transparent fashion

• Incentivize all employees to engage in appropriate professional development activities, including managerial, customer service, and technology training

• Establish an easily accessible tool to receive and respond to direct customer feedback

• Conduct regular, objective customer satisfaction surveys of students and employees



Percentage of employees, including faculty members, completing at least

one voluntary professional development program

n/a21

(2013) 100% Human Resources

Academic Affairs

Number of standardized, system-wide satisfaction surveys conducted

0 (2013) 1022

President Research,

Assessment and Planning

Human Resources

Goal 5 - Objective #2: 21 Professional development activities are not currently centralized. However, in FY13, 51 employees participated in the University’s tuition remission program; 175 participated in Banner ERP training; and 117 participated in managerial training. 22 Four in each fall and spring semester; two in the summer semester.


Explore and implement innovative solutions to improve governance and business processes Recommended Strategies:

• Review all managerial roles and reporting structures to verify that the University is optimally organized

• Substantially reduce the number of unique job types and require all managers to evaluate and update job descriptions annually

• Retain a third-party management expert to test the University’s various business processes and make substantive recommendations for improvement



Existence of a comprehensive employee handbook

In development (2013) Existent Human Resources

General Counsel

Number of unique job titles 306 (2013) 100 Human Resources

Number of unique pay plans 19 (2013) 10 Human Resources



Construct and maintain physical spaces incorporating innovative design that shows commitment to the environment, aesthetics, and functionality


• Transition the University’s current intercollegiate athletics facilities to support student-oriented recreation, intramural, and wellness initiatives

• Renovate all University library spaces to improve student services, adapt to new reference technologies, and consolidate under-utilized spaces

• Develop an internal capital projects review panel comprised of administrators, academic leadership, faculty members, staff members, students, and relevant community representatives to evaluate and make recommendations on proposed infrastructure projects



Percentage of instructional spaces renovated in the prior year

5.0% (2013) 10.0% Facilities and Real

Estate

Existence of a formal facilities and infrastructure project review

committee

In Development (2013) Existent Facilities and Real

Estate

Documents

Vision 2020 Strategic Plan - University of the District of ...files.udc.edu/docs/bot/Vision2020_StrategicPlan_final.pdf · Vision 2020 Strategic Plan 1 A. Mission Statement The University