Goal 4
2020 Strategic Plan Spring 2018 Final Report
What work was completed this year?
Three to Four Accomplishments: •
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Outcomes/results/findings?
Three to Four compared to established benchmarks: •
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Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. •
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Strengths, Weaknesses, Opportunities, Threats SWOT Analysis your team experienced • •
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Questions?
2020 Strategic Plan Spring 2018 Final Report
What work was completed this year?
Three to Four Accomplishments: •
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Outcomes/results/findings?
Three to Four compared to established benchmarks: •
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Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. •
•
•
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Strengths, Weaknesses, Opportunities, Threats SWOT Analysis your team experienced Strengths: • The DSU Diversity, Equity, and Inclusion Council members are enthusiastic about implementing the survey and action plans. Weakness • Structural: The Climate Survey is a critical and central piece of this strategy and Strategies 3 and 4. Unfortunately, the climate survey has not been conducted. However, the intent of this strategy is to address the climate on campus overall. The data from a comprehensive climate survey and a Chief Diversity Officer who is empowered to implement change with sufficient financial and institutional resources and support is paramount to the success of the entire goal.
Opportunities • People: If DSU invests in the survey and action plans, the University could retain more of its diverse faculty, staff, and students. • People: DSU’s diversity will grow from the AZ, CA, NV, and CO; however, DSU will have to change the campus’ diversity culture to retain these students. Threats •
People: With the creation of the Civil Rights Compliance Manager position, and the staffing of the General Counsel office, we have policies and procedures in place and a safe mechanism for reporting civil rights complaints. Comparing this year, with a system in place, to last year, with no system in place, we feel that racial and gender discrimination claims have increased over the past year. However, it will be good to have two years of utilizing the current system to determine a trend.
Questions?
2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal 4 Strategy 3
What work was completed this year?
Three to Four Accomplishments: •
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MIC hired and trained peer mentors to build programs focused on student success and preparedness through retention initiatives Established male retention initiative which includes mentoring, workshops and networking for multicultural men Diesta is scheduled for early April. This is a community event for Hispanic families with the goal to welcome the Hispanic community to our campus where they will enjoy activities, food, and have the opportunity to learn about campus and community programs and resources The website is now translated into Spanish, giving great access to Spanishspeaking current and prospective students, families, campus and community members CDO funded several recruiting events where MIC with some help form Admissions represented DSU including two Black College Expo events in California, Latino College Expo in Los Angeles, Navajo College Fair in Arizona, Expect the Great event for black Utah students and families
Outcomes/results/findings?
Three to Four compared to established benchmarks: • We have established new recruitment avenues through attending the above-mentioned recruitment events and gathered hundreds of inquiries and/or applications to DSU • Strengthened relationships with local high schools through MIC mentor program • We will have a cohort of forty first year minority men participating in the male initiative program in the fall • Adelante bridge program will run this summer with approximately 25 minority students who will have the opportunity to complete developmental English and Math
Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. • The MIC peer mentors and ambassadors will do crosstraining so that the groups work more closely in recruitment initiatives • Continue to grow and expand new initiatives (minority male & Adelante) • Stronger follow up with prospective minority students we meet at recruitment events • Get the website that has already been translated into Spanish published and begin tracking usage • Continue to work on retaining our minority students
Strengths, Weaknesses, Opportunities, Threats Could be people, financial, structural, operational related‌that your team experienced this year. Strengths -Increased teamwork between MIC and Admissions -Percentage of diverse students on campus
Weaknesses -Not all of the requested initiatives were funded -We need increased and broader participation in diversity and inclusion events Opportunities Threats -Continue to build campus-wide buy-in -Change in leadership & support, including Inclusive Excellence -Campus climate – some students Conf. experienced bias and prejudice on -Establishing strong connections with campus and in the community this year, local high schools resulting in them leaving
2020 Strategic Plan Spring 2018 Final Report
What work was completed this year?
Three to Four Accomplishments: • – –
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Outcomes/results/findings?
Three to Four compared to established benchmarks: • – • – • – – –
Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. • •
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Strengths, Weaknesses, Opportunities, Threats SWOT Analysis your team experienced this year. • –
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Questions?
Goal 5
2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal #5 Strategy #1
What work was completed this year? Three to Four Accomplishments: • Approval of the Trailblazer Engagement Center • Appointment of Community Engaged Learning Director & Global Engagement Director • Dixie Serves Volunteer Program & Partnership with United Way with Get Connected Software • Building community partnerships and campus crossdivisional programs with Concurrent Enrollment, Community & Continuing Education, Hurricane Center, POST Academy, Career & Technical Education to engaged students, faculty, staff, alumni with the Southern Utah region and community members and leaders with DSU.
Outcomes/results/findings? Three to Four compared to established benchmarks: • Engagement Hours Up From 115,177 in 2013-14 to 204,483 in 2016-17 • Percentage of students who complete community service or service learning experience before completing a degree is up from 17% in 2014-15 to 46% in 2016-17. • Number of mentors from the community to assist students is up from 266 in 2013-14 to 327 in 2017-18. • Concurrent enrollment is up from 840 fall 2015 to 1,490 fall 2017. HEC enrollment is up from 119 fall 2016 to 228 fall 2017, POST Academy enrollment is up from 10 fall 2016 to 15 fall 2017 and Community & Continuing Education enrollment is up from 1,430 academic year 2014-15 to 2,784 academic year 2017-18.
Community Service Hours Hours
204,483
153,358 125,958 115,177
2013-14
2014-15
2015-16
2016-17
Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. • Plan ribbon cutting event for the Trailblazer Engagement Center • Further develop collaborations across campus for community and global Engagement initiatives • Recruit Volunteers for Dixie Serves Volunteer Program • Further organized a cross divisional annual event to place students, faculty, staff, alumni and community members in engagement opportunities
Strengths, Weaknesses, Opportunities, Threats Could be people, financial, structural, operational related…that your team experienced this year. • Strengths- Wonderful team in place now. • Weaknesses-We need a set space for our center. • Opportunities-Collaborating with units across campus. • Threats-Lack of on-going funding
Anything else?
Anything else?
Anything else?
2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal #5 Strategy #2
What work was completed this year?
Three to Four Accomplishments: • Reviewed Foundational Indicators for Carnegie Community Engaged Campus designation • Created an instrument for faculty and staff to submit Community Service hours • Applied for two grants from the Mexican Consulate
Outcomes/results/findings?
Three to Four compared to established benchmarks: • 204,000 hours of community service 2016/2017 academic year, compared to goal of 150,000 hours
Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. • April 6, 2018: Suggest policy changes to meet requirements for Carnegie Community Engaged Campus application • April 20, 2018: Create a taskforce to gather data for Carnegie Community Engaged Campus application • December 7, 2018: First draft of application for Carnegie Community Engaged Campus designation completed • April 15, 2019: Final application submitted for Carnegie Community Engaged Campus designation
Strengths, Weaknesses, Opportunities, Threats • Strengths: – We meet most criteria for Carnegie Community Engaged Campus Classification. – Community Service has high priority for many DSU faculty, staff and students. • Weaknesses: – We need a few policy changes in order to meet the Carnegie Community Engaged Campus requirements. – Budgetary allocations in order to meet the Carnegie Community Engaged Campus requirements are needed. • Opportunities: – New Trailblazer Engagement Center has been designated. • Threats: – Lack of funding and the slow pace of policy changes. – Difficulty in getting reporting on Community Service from all DSU participants.
2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal #5 Strategy #3
What work was completed this year?
Three to Four Accomplishments: • We finished the rubrics • We conducted three workshops to orient faculty in the use of the rubrics and faculty gave additional input. • We made arrangements with Julie Stender to prepare to tag the courses on the official transcripts. • Course are now tagged in five different areas – – – – –
ALCS =Active Learning Community Service ALPP = Active Learning Professional Practice ALCI = Active Learning Cultural Immersion ALUR= Active Learning Undergraduate Research ALCE = Active Learning Civic Engagement
Outcomes/results/findings?
Three to Four compared to established benchmarks: • The rubrics are finished and are being implemented with faculty tagging courses on the official transcripts of students. Courses will be tagged in five difference engaged learning areas. Tagging of courses was piloted in spring 2018 and fully implemented fall 2018. This will significantly help in the Carnegie Engaged Campus application. • We had zero rubrics finished in 2016, all five rubrics ready and piloted 6 courses in 2017 and have 42 courses tagged for fall 2018
Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. • Fully implement and continue to increase the DSU Active Learning course designation initiative and tagging of courses on the official transcript.
Strengths, Weaknesses, Opportunities, Threats • Strengths-We have great rubrics ready to use. • Weaknesses-We have zero classes in the Active Learning Civic Engagement category. • Opportunities-We are having success and support growing the program. • Threats-The transcript tagging process is cumbersome.
Anything else? Service Learning Tagged Class
2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal #5 Strategy #4
What work was completed this year?
Three to Four Accomplishments: • Created and launched the crowd-sourced Blazer Bulletin • Executed creative PR campaigns throughout the 2017-18 academic year • Maintained public relations efforts established since the implementation of the strategic plan
Outcomes/results/findings?
Three to Four compared to established benchmarks: • Blazer Bulletin has received 16 post submissions in the two months since it was launched • PR campaigns have reached thousands of individuals – DSU scarecrow football team was seen by more than 10,000 – Alex Boyé concert held in conjunction with the filming of a music video sold out, bringing 4,000 people to the DSU campus – Scope of Trailblazers Art in the City was doubled
• During the 2017 calendar year, DSU produced 115 press releases, 50 media advisories, 19 issues of Trailblazer Times, a View Book, and President’s Report
Plan(s) for the upcoming year Based on the identified outcomes; include conclusions and recommendations. • Increase Blazer Bulletin readership • Implement new creative PR campaigns based on out-ofthe-box thinking • Continue to maintain established public relations efforts
Strengths, Weaknesses, Opportunities, Threats • Strengths: Abundance of accomplishments and advancements to promote • Weaknesses: Limited web staff • Opportunities: Wide variety of options for creative PR campaigns • Threats: The public’s attention is a crowded space
2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal #5 Strategy #5
What work was completed this year?
Accomplishments: • Increased the quality of Global Education • Internationalization of DSU Campus • Creation of new partnerships
Outcomes—Or What’s in It for Us.
Comparison to established benchmarks: • Quality of GE—before global education was only a concept, today it is an emphasis and minor in the Humanities. • Internationalization of our campus includes in and out bound student and faculty travel and study. • Before the report period began, we had only one partnership (Mejio University).
2018-2019 Plan
Consolidating partnerships, and looking into the future • Work on enhancing communications and integration of operations between Global Education and the offices that provide services to all students. • Develop joint and sustainable programs with our current partners, i.e., articulation of academic program, financial solutions to high cost of study abroad studies. • Offer financial and logistic support to faculty who have expressed interest for study abroad, international research, high-impact activities carried out in domestic settings where students can appreciate the cultural richness of the USA: Appalachia, native communities, Spanish Speaking areas, etc.
Strengths, Weaknesses, Opportunities, Threats • Strengths • An imaginative and flexible Global Education team capable of cross cultural communications • A cohesive vision for Global Education
Weaknesses Asymmetry of interests and expectations around Global Education
Opportunities Our responsiveness to partner’s needs, location, new programs, and international vision makes us a desirable and reliable international partner Institutional support and faculty/student’s interest has created the proper conditions for international expansion
Threats External environment, such as federal mandates that inhibit international enrollment or creates difficulties to robust international exchanges
2020 Strategic Plan Spring 2018 Final Report April 17, 2018 Goal #5 Strategy # 6
What work was completed this year?
Three to Four Accomplishments: • Implemented over 30 Intercultural and International Programs • Increased Outreach and Recruitment of International Students both domestically and internationally – – Direct Recruitment - 8 Countries – Domestic International – 4 two-year colleges, 1 high school – International student merit scholarships
• Increased Community Service/Service Learning Opportunities – Goals - 20 Community Hours per semester – Current – 10 Service Learning Opportunities
• Implemented Intercultural Competency Training Opportunities
Plan(s) for the upcoming year
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Based on the identified outcomes; include conclusions and recommendations. Create and publicize a comprehensive calendar of intercultural events for DSU students, staff, and faculty Provide targeted intercultural competency training for relevant student groups, staff and faculty departments and groups. Collaborate with community organizations and Community and Global Engagement Department on service learning opportunities. Enhance and expand comprehensive recruitment plans and strategies – Domestic and in the US.
Strengths Could be people, financial, structural, operational related…that your team experienced this year. • ISS provides holistic and intentional connections for current and prospective students. • ISS staff expertise in immigration compliance, intercultural competency, international student development and success. • International students enrich the multicultural and international diversity of DSU. • Multi-faceted programming and efforts from the point of recruitment to successful completion/graduation
Weaknesses Could be people, financial, structural, operational related…that your team experienced this year. • Lack of sufficient budget to support comprehensive international recruitment efforts. • Need for expanded and sustained collaborations with academic affairs departments focused on global engagement.
Opportunities Could be people, financial, structural, operational related…that your team experienced this year. • Upcoming J-1 designation for short-term programs • International Student Merit Scholarship – Recruitment and Retention Incentives. • Expansion of the recruitment efforts to new markets • Additional Service Learning Component to scholarship and programming efforts.
Threats Could be people, financial, structural, operational related…that your team experienced this year. • Internal DSU silos and lack of sustained collaborative efforts • Changes to US immigration policies that inhibit smooth enrollment of international students.
Anything else?