RSS Strategic Action Plan 2020-2025 - Ferris State University
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RSS Strategic Action Plan
2020-2025S T R A T E G IC A C T IO N P L A N
2020-2025
Retention and Student Success (RSS) S T R A T E G IC A C T IO N P L A N
RSS is Ferris’s multidisciplinary college. It is where students find unmatched support as they pursue their 2 020-20it2is5 the college where the best
passions;
engineers, teachers, pharmacists, entrepreneurs, chemists, and leaders often begin their collegiate experience.
Retention and Student Success (RSS)
M issisioFerris’s
RSS n multidisciplinary college. It is where students find unmatched support as they pursue their passions; it is the college where the best
We collaboratively
engineers, teachers,create and support
pharmacists, academic programming,
entrepreneurs, chemists, and advising and assistance
leaders often services,
begin their andexperience.
collegiate faculty development to further opportunity and
success.
Mission
Comcollaboratively
We mitment create and support academic programming, advising and assistance services, and faculty development to further opportunity and
We take
success. seriously the responsibility of creating inclusive, accessible and progressive opportunities, nurturing passion, and maintaining a growth-mindset.
Com
rem Viatlm
uesnt
• Cseriously
We take ollaboratthe Ferris builds partnerships
ion:responsibility within the
of creating inclusive, university
accessible and
and the global opportunities,
progressive community that promotepassion,
nurturing shared and
goalsmaintaining
and success.
a growth-mindset.
• Diversity: Ferris commits to be an inclusive university community that respects the dignity of the individual and promotes the acceptance of
Core Valothers.
ues
• E Ctohlliacb
aloCraotmiom nity: Ferris
n:uFerris buildsimplements
partnerships policies, procedures,
within the universityand
andactions to promote
the global transparency,
community advance
that promote ourgoals
shared mission
and and foster integrity,
success.
• civility,
D iv e rs itand
y : respect within and beyond the university.
Ferris commits to be an inclusive university community that respects the dignity of the individual and promotes the acceptance of
Excellence: Ferris dedicates itself to innovation and quality execution that sustains and promotes relevance in a changing world through best
• others.
• E practices
thical Coand mmubenchmarking.
nity: Ferris implements policies, procedures, and actions to promote transparency, advance our mission and foster integrity,
Learninand
• civility, g: Ferris promotes
respect within hands-on,
and beyond transformative
the university.learning; balancing theory and practice; encouraging teamwork and innovation; and
• emphasizing
Excellence: Ferris critical thinking—all
dedicates itself are fundamental
to innovation andelements of careerthat
quality execution success.
sustains and promotes relevance in a changing world through best
• O pportunand
practices ity: Ferris honors the legacy of our founders by encouraging and supporting all who wish to acquire the knowledge, leadership, and
benchmarking.
• Lcommunication
earning: Ferris promotes skills that are the foundations
hands-on, of personal
transformative success.
learning; balancing theory and practice; encouraging teamwork and innovation; and
emphasizing critical thinking—all are fundamental elements of career success.
Depa• rtmOepnptsoratnudniStey:rvFerris
ices honors the legacy of our founders by encouraging and supporting all who wish to acquire the knowledge, leadership, and
• Academic
communication Advisingskills that are the foundations of personal success. • Honors Program
• Academic Literacies Center (Tutoring / Structured Learning • MyDegree
DepartmAssistance)
ents and Services • Student Academic Affairs
• Academic
General Studies Advising(CARE, DIST, READ, UNIV) • Students
Honors Program
with Children
• Educational
Academic Literacies Counseling and(Tutoring
Center Disabilities Services Learning
/ Structured • Tuition
MyDegree
Incentive Program
• Assistance)
Faculty Center for Teaching and Learning • Thompson
Student Academic
ScholarsAffairs
Program
• General
Ferris State Studies (CARE,Seminar
University DIST, READ,
(FSUS)UNIV) • Students with Children
• Educational Counseling and Disabilities Services • Tuition Incentive Program
• Faculty Center for Teaching and Learning • Thompson Scholars Program
• Ferris State University Seminar (FSUS)
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 1
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 1S T R A T E G IC A C T IO N P L A N
STRATE2G0I2C0A-2C0T2IO 5 N P LA N
RSS Initiatives 2020-2025
The following table reflects college strategies aligned with, and in support of, Ferris Forward, the university’s strategic plan. Where
R SS Initiatspecific
possible, ives reference to the corresponding strategic initiative appears.
The following table reflects college strategies aligned with, and in support of, Ferris Forward, the university’s strategic plan. Where
possible, specific reference
University to theInitiatives
College corresponding strategicAction
initiative appears. Outcome Targets Responsibility Progress & Outcomes
Steps
Strategic / Reporting
University
Priorities College Initiatives Action Steps Outcome Targets Responsibility
Unit Progress & Outcomes
Strategic
Academic Programs AA in Community Leadership Complete and obtain approvals 90 Program Students / Reporting PCAF Submitted November
Developmental
Priorities
& Offerings (APO) (APO 1.1) for PCAF & Curricular filings. by 2024 Unit
Curriculum 2020
Academic Programs AA inImpact
High Community Leadership
Practice (APO 5.1) Complete and
Implement obtain approvals
undergraduate 90 Program
Creation andStudents Developmental
DC/Dean’s Office PCAF Submitted November
& Offerings (APO) (APO 1.1) for PCAF &
research Curricular filings.
course. by 2024 approval
curricular Curriculum 2020
High Impact Practice (APO 5.1) Implement undergraduate for introduction
Creation and to DC/Dean’s Office
Create and
research engage
course. scholarly
curricularinquiry
approval
undergraduate students through course completeto
for introduction by
aCreate
dedicated undergraduate
and engage 2022
scholarly inquiry
student research
undergraduate and creative
students through course complete by
endeavors
a dedicatedexhibit (SRCEE) event.
undergraduate Virtual
2022 exhibition of
student research and creative UG student research
endeavors exhibit (SRCEE) event. and creative
Virtual exhibition of
endeavors
UG studentinresearch
place by
2023
and creative
Student Success (SS) Academic Advising Resources Updated philosophy, procedures Philosophy
endeavors inandplace by Academic
and standards articulated and 2023
standards for Advising
Student Success (SS) Academic Advising Resources approval by 2022. procedures
Updated philosophy, reappointment,
Philosophy and Academic
and standards articulated and tenure,
standardspost-tenure,
for Advising
Reconceptualized
approval by 2022. academic promotion and merit
reappointment,
advising delivery framework proposed and
tenure, post-tenure,
proposed (2021) and
Reconceptualized academic approved
promotioninandconcert
merit
implemented (2022)
advising delivery to support
framework with academic
proposed and
student success and
proposed (2021) and retention. advisors.
approved in concert
implemented (2022) to support with academic
Redesigned academic
student success advising
and retention. Framework
advisors. approved
website/portal to support and implemented.
student engagement.
Redesigned academic advising Framework approved
website/portal to support and implemented.
student engagement.
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 2
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 2S T R A T E G IC A C T IO N P L A N
STRATE2G0I2C0A-2C0T2IO 5 N P LA N
MyFSU/Website 2020-2025
focused on advising
MyFSU/Website
resources and
focused onservices
academic advisingfor
resourcesactive
students and
academic
Spring 2021services for
students active
Student Success Management Review and recommend SSMS Spring
75% 2021retention
FTIAC Academic
Systems and Processes platform by May 2021 rate by 2024 Advising
Student Success Management Review and recommend SSMS 75% FTIAC retention Academic
Systems and Processes platform
SSMS by May
platform in2021
place by 2023 rate by 2024 Advising
Student Success in High DFW Implement with At least a 5% FCTL A framework with flexibility
Courses & Achievement Gap SSMS platform in placeand
departments/schools by 2023 reduction in number and adaptability was
Student
Courses Success
(SS 2.1) in High DFW Implement with
instructional faculty and other At leastfailure
of high a 5% rate FCTL A framework
developed with2020.
in Fall flexibility
A
Courses & Achievement Gap departments/schools
collaborators a reviewand and reduction in
courses by 2024number and adaptability was
coordinated and wholistic
Courses (SS 2.1) instructional faculty
improvement and other
framework aimed of high failure rate developedwith
approach in Fall 2020. A
Academic
collaborators
at a review
reducing student and rates
failure courses by 2024 coordinated
Affairs and wholistic
is under
improvement framework aimed approach withas
consideration Academic
of late Fall
at reducing student failure rates Affairs is under
2020.
KCAD Curriculum in MyDegree Fully Implement KCAD KCAD Curriculum MyDegree consideration as of late Fall
Curriculum Fully Automated in 2020.
KCAD Curriculum in MyDegree Fully Implement KCAD KCAD Curriculum
MyDegree by March MyDegree
Curriculum Fully Automated in
2021
Configuration of Ellucian MyDegree by March
Transfer Tool (if needed) as 2021 Transfer Tool
Ellucian
Configuration
substitute of Ellucian
for EAB tool. Configured, Tested
Transfer Tool (if needed) as Ellucian
and Transfer
Readied for Tool
substitutefaculty/staff
Increase for EAB tool.and Configured, Tested
Implementation
student utilization of MyDegree and Readied for
(2024)
Increase
to faculty/staff
aid advising, courseand
planning Implementation
student utilization of MyDegree
and graduation audit processing. (2024)
35% increase
to aid advising, course planning between 2020 and
and graduation audit processing. 35% increase
2024 in usage rates
between
among 2020 and
faculty/staff
2024students
and in usage rates
among faculty/staff
and students
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 3
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 3S T R A T E G IC A C T IO N P L A N
STRATE2G0I2C0A-2C0T2IO 5 N P LA N
Continue Diversification of Continue geo-demographic 3% increase in 202Honors
0-2025
Students in Honors Program diversification in recruitment; minority student
Continue Diversification of Continue geo-demographic
increase diversity among each 3% increase inin
participation Honors
Students in Honors Program diversification
newly admitted, in matriculating
recruitment; minority student
Honors Program
increase
cohort. diversity among each participation in
GNST Student Progression newly admitted,
Increase matriculating
rate of successful Honors Program
10% increase by 2024 Student
cohort. change by the start of
program Academic Affairs
GNST Student Progression Increase
the second rate of successful
college year. 10% increase by 2024 Student
GNST Student Retention program overall
Increase changeretention
by the start of
rate 5% increase by 2024 Academic Affairs
Student
the second
among GNST college year.
students between Academic Affairs
GNST Student Retention Increase
the overall
first and retention
second rate
college year. 5% increase by 2024 Student
First-Generation Students among GNST students between
Contribute to focused efforts 5/% increase by 2024 Academic
First-Gen Affairs
the first and
intended second college year.
to eliminate Working Group
First-Generation Students Contribute to
persistence and focused efforts
graduation gaps 5/% increase by 2024 First-Gen
Chairperson
intended to eliminate
among first-generation. Working Group
Tutoring persistence and graduation
Increase student engagement gaps
in 5% increase in Chairperson
ALC
among first-generation.
tutoring and the availability of student engagement
Tutoring Increase student
on-demand engagement
tutoring resourcesin 5% increase
with tutoringin ALC
tutoring
to support and the availability
upper-division of
and student engagement
resources by 2024
on-demand tutoring
graduate-level resources
coursework. with tutoring
to support upper-division and resources by 2024
Acquire/Implement
graduate-level
Continue student coursework.
and course- resourcing to enable
outcome assessments Acquire/Implement
expanded tutoring
Continue student and course- resourcing to enable
services
outcome assessments expanded tutoring
services
100% pass rate with
C grade, or better
Structured Learning Assistance Continue allocation of resources 100% pass rate with
SLA outcomes ALC
(SLA) to assist students in high DEW- C
continueor
grade, tobetter
reflect
Structured Learning Assistance Continue allocation
rate courses; acquireofadditional
resources SLA outcomes
significant difference ALC
(SLA) to assist students in high DEW-
resourcing to support expansion continue to
when compared reflect
to
rate courses; acquire
by 10 SLA labs by 2024 additional significant difference
non-SLA section
resourcing to support expansion when compared
results; to
10 additional
by 10 SLA labs by 2024 non-SLA
SLA section
labs in place
results; 10 additional
SLA labs in place
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 4
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 4S T R A T E G IC A C T IO N P L A N
STRATE2G0I2C0A-2C0T2IO 5 N P LA N
Institutional CART Services (SS &IE) Implement Verbit to support all 50% Operational 202ECDS 0-2025
Effectiveness (IE) students engaging in CART Budget Savings; 5%
Institutional CART Services (SS &IE) Implement
services Verbit to2021
by January support all 50% Operational
Increase in User ECDS
Effectiveness (IE) students engaging in CART Budget
EngagementSavings; 5%
services by January 2021 Increase in User
Assistive Technology (SS &IE) Implement Read & Write literacy Engagement
50% Operational ECDS
software to support students Budget Savings; 5%
Assistive Technology (SS &IE) Implement
access Read & Write literacy
to accommodation 50% Operational
Increase in User ECDS
to supportbystudents
software solutions January Budget
EngagementSavings; 5%
access to accommodation
2021 Increase in User
Accessible Content (SS &IE) softwarecontent
Produce solutionsconsistent
by January with Engagement
100% of RSS public- Dean’s Office
2021compliance standards for
ADA facing content
Accessible Content (SS &IE) Produce content consistent with
accessibility 100% ofADA
reflects RSS public- Dean’s Office
ADA compliance standards for facing content
accessibility
accessibility reflects
standards ADA by 2023
Web & Self-Service Complete update to all accessibility
All initial re-fresh of Dean’s Office
Applications (SS &IE) departmental and program standards
sites by 2023
completed with
Web & Self-Service Completetoupdate
websites reflecttouser-friendly
all All initial
UAM re-fresh
by March of
2021 Dean’s Office
Applications (SS &IE) departmental and program
content and navigation, updated sites completed with
websites
universitytobrand
reflect
anduser-friendly
ADA UAM by March 2021
content and standards
accessibility navigation, updated
Workflow Automation university
In brand
partnership andITS,
with ADA Automated workflow ALC
accessibilityautomation
implement standards for complete and in use
Workflow Automation In partnership
student with ITS,
employment application Automated
by Fall 2021workflow ALC
implement
and automation
hiring processes for ALC
in the complete and in use
Financial & Budget student employment
Convert all print-based application by
# ofFall 2021
processes Dean’s Office
Documentation and hiring processes
transactions in theforALC
to paperless all converted to
Financial & Budget Convert
financial all
andprint-based
budget-related # of processes
paperless by Fall Dean’s Office
Documentation transactions
matters acrossto all
paperless
RSS for all converted
2021 to books,
(budget
financial and budget-related
departments and programs. paperless
concur by Fallaudit
reports,
matters across all RSS 2021 etc.)
files, (budget books,
Pride and Community Diversity & Inclusion departments
Implement and diversity
a RSS programs. and concur reports, audit
Committee Diversity &
(PC) Committee inclusion committee to study, files, etc.) by 2021;
established Inclusion
Pride and Community Diversity & Inclusion Implement aand
recommend RSS implement
diversity and Committeeenhanced
processes Diversity &
Committee
(PC) Committee inclusion committee
processes to study,
and programming. established
to by 2021;
reflect inclusive Inclusion
Chairperson
recommend and implement processes and
language, enhanced Committee
processes and programming. to reflect inclusive Chairperson
language, and
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 5
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 5S T R A T E G IC A C T IO N P L A N
2020-2025
S T R A T E G IC A C T IO N P L A N
accessibility of
content
2020-2025
Deliberative Dialogues &/or Implement at least two, campus- Participation #s; RSS Diversity &
Equity and Social Justice wide deliberative dialogues or accessibility of
Event Feedback; Inclusion
Training Trainings trainings annually in support of content
Changes in Practice Committee,
Deliberative Dialogues &/or Implement at least on
engaged discourse two, campus- Participation #s; RSS Diversity
Dean’s Office,&
Equity and Social Justice wide
contemporary topics relatedorto
deliberative dialogues Event Feedback; Inclusion
FCTL
Training Trainings trainings
issues of annually in social
equity and support of Changes in Practice Committee,
engaged
justice. discourse on Dean’s Office,
Enhancing Resources Student Scholarships contemporary
Create new studenttopicsscholarship
related to 3 new endowed FCTL
Dean’s Office
(ER) issues of equity and social
funds through external gifts scholarships by 2024
External Gifts justice.
Increase external support for $50,000 in new RSS-
Enhancing Resources Student Scholarships Create
servicesnewandstudent scholarship
resources 3external
new endowed
support Dean’s Office
Advancement
(ER) funds through
throughout RSSexternal gifts scholarships by 2024
External Gifts
Grant Procurement Increase external
Increase grant-based support for for
support $50,000
$50,00 ininnew
newgrant- RSS-
RSS-ORSP
services and resources
programs and student-centered external support
based support for Advancement
throughout
initiatives. RSS student academic
Grant Procurement Increase grant-based support for $50,00
servicesin new grant- RSS-ORSP
programs and student-centered based support for
initiatives. student academic
services
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 6
Contact: Dr. Jason Bentley, Dean – (231) 591-2428 - jasonbentley@ferris.edu 6You can also read
