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Strategic Plan - The University of New Orleans - A Higher ...

  1. 1. A WOrd frOm ChANCellOr TimOThy P. ryAN All of us who live in The New Orleans area know how significant Katrina has been in our lives over the past two years. Not only has The University of New Orleans itself suffered serious setbacks at the hands of Katrina, but the importance of our role in our community has been magnified significantly by the storm. Soon after the hurricane, The University of New Orleans started a new strategic planning process. The goal of that process was to develop a new plan and vision for the University that reflect the traditional strengths of the University; the mission of the University to support the social, economic, and cultural development of the New Orleans area; and dr. Timothy P. ryan, Chancellor the new challenge of assisting in the rebuilding of New Orleans after Katrina. The plan contained in this document does just that. It lays out the plan for the joint tasks of rebuilding UNO and rebuilding New Orleans. The University of New Orleans v Strategic Plan 2007–2010 1
  2. 2. Table of Contents Table of Contents A Word from the Chancellor 1 Table of Contents 3 Executive Summary 4 Background The Strategic Planning Process 6 Measurements of University Success 7 The Funding Formula 8 Measurements of Student Abilities and Student Success 9 The Vision 10 The Mission 11 UNO’s Programs of Distinction 12 The Strategic Plan: Goals, Objectives and Actions Academic Programs 17 Students 20 Faculty Enhancement 22 Staff 24 Community 25 Facilities 27 Technology 28 “Adversity has the effect of eliciting talents Appendices which in prosperous circumstances would A. Additional Facts and Figures 30 B. Strategic Planning Committee Membership 35 have lain dormant.” C. Implementation Matrix 39 - Horace The University of New Orleans v Strategic Plan 2007–2010 3
  3. 3. Executive Summary Executive Summary • Targeted Marketing of Out-of-State and International Students. As Louisiana’s Urban Research University of National Stature, UNO will target marketing and research efforts so that the out-of-state student population and the The University of New Orleans Strategic Plan 2007-2010 provides the road map international student population will each increase to 8% of the total enrollment for rebuilding and refocusing the University in the post-Katrina world. The Plan by 2010, thus maintaining the position of the university as the most diverse in establishes the ‘new’ University of New Orleans as: the state. The increase in international student population will be achieved by improving the coordination of international programs and by expanding • An urban research university with Southern Regional Education Board programs and degrees in international studies. (SREB) Four-Year 1 status • A university with selected academic Programs of Distinction that are • Other Student Recruiting Measures. The university will increase its nationally competitive for students and for research funding emphasis on honors students through the Honors College Plan and will reinstate • A university with an Honors College that recruits the highest qualified the National Merit Scholars Program. These measures, along with the targeted students in the South marketing mentioned above as well as planned improvements in campus facilities • A university of 15,000 students who enter with an average ACT and campus life, are designed to increase the entering ACT score to 25 (SAT Math score of 25 and Reading of 1130 or 1700 composite) and to increase university enrollment to • A university with 25% of its student population from other states and 15,000–both of these goals to be achieved by 2010. One other important aid to countries student recruiting will be the planned return of the university’s athletic program • A more international university with 8% of its student population to NCAA Division I and Sun Belt Conference standards. from other countries • A university that supports the recovery of the entire New Orleans • Student Retention. One significant measure to improve student retention community through faculty and student participation will be to enhance faculty-student mentoring. Another will be to reaffirm the • A university with state-of-the-art facilities and technology SACS Quality Enhancement Plan (QEP), which aims at improvement of the • A university that is enhanced by donor funding persistence rate of freshmen. Improving the ACT score of entering students will The Plan lays out the specific steps that the University will take to achieve also help to improve the graduation rates. The overall goal in retention will be to this vision. match or exceed the graduation rate of our peer institutions. • Academic Programs. New faculty lines will be restored to departments • Faculty Recruitment and Retention. To attract and keep faculty of according to the Academic Programs Plan. Besides supporting the university in national and international stature, the university will develop a marketing general, this academic plan will aid the university in attaining ‘Four-Year 1’ status campaign geared toward the recruitment of faculty and will establish a specific as defined by the SREB, and will support UNO’s nationally recognized Programs budget item for faculty recruitment and retention. Related budget lines will of Distinction. To further these same goals, the university will reestablish Boards establish summer support for new faculty and an in-house grants program. of Visitors in each college so as to engage the support of high-profile and influential Faculty will be provided the resources necessary to deliver exceptional learning alumni and both business and community leaders. The University of New Orleans v Strategic Plan 2007–2010 4
  4. 4. opportunities, including enhanced library support, additional instructional Full details of the steps outlined and other plans can be found in the central technology, and life-cycle replacement of instruments and computers. Full section previously, “The Strategic Plan: Goals, Objectives and Actions.” Another membership on the graduate faculty by tenured faculty in departments with major section outlines the university’s Programs of Distinction. An introduction graduate programs is a university goal, and the university also will make use of the contains compact statements of the university’s vision and mission, a description Faculty Productivity Index as a key indicator of enhanced faculty achievement. of the strategic planning process itself–a process which engaged the whole campus community–and brief descriptions of how the university goes about measuring its • Community Service and Customer Service. The appointment of success. Appendices provide further useful information. a Coordinator of Service Learning and specific actions related both to service learning and community service will enhance the involvement of UNO students in the rebuilding of the New Orleans region. At the same time, steps taken to improve customer service will help UNO become a more student-friendly campus. • Rebuilding of the Campus. Construction of additional first-class student housing is a priority, while rebuilding the Cove will provide access to dining on the west side of campus. Additional objectives include construction of a new Fine Arts building; redesign of the Library and of the Performing Arts Center; construction of new athletic facilities; construction of a Facilities Services building; and redesign of lecture halls to make best use of instructional technology. Renovation of the University Center, diversification of campus dining, and relocating the Office of Admissions to a space suitable for campus visits by prospective students and their families comprise further projected improvements. A key criterion of all such rebuilding of the campus infrastructure will be safety. • Technology Needs. Finally, the Strategic Plan addresses the technology needs of faculty, staff and students. Key hardware improvements planned include establishing UNO as a hub on the Louisiana Optical Network (LONI) to provide very high-bandwidth internet connectivity; providing access to the two new supercomputers already located on campus; establishing wireless connectivity for all campus buildings and green space; increasing standard email mailbox size to 1 GB; and providing the power, security and redundancy necessary to ensure business continuity. The University of New Orleans v Strategic Plan 2007–2010 5
  5. 5. Background Background After identification of the major themes, subcommittees were formed, drawing members from various standing committees and task forces as well as key administrators, senior staff, and graduate and undergraduate students. The The STraTegic Planning ProceSS purpose of these subcommittees was to define objectives, identify measurements, The University of New Orleans Strategic Plan for 2007-2010 is a comprehensive and craft action plans that were reasonable for a three-year period. The commit- and realistic plan to advance higher education at a university which has adopted tee organization changed at the beginning of 2007 with Scott Whittenburg, more stringent admission requirements in a major city challenged with ongoing Associate Vice Chancellor for Assessment and Institutional Effectiveness, recovery efforts, demographic shifts, diminished regional populations. becoming the chair. Post-Katrina, the Strategic Planning Committee first met on October 25, 2006, Membership of all committees and subcommittees can be found in Appendix 3. and received a mandate from the Chancellor to unite all university planning initiatives and to develop a comprehensive new plan that incorporates the Community Involvement realities of the post-Katrina environment and guides the recovery of the university. University involvement was encouraged through a survey, an open forum, and The Chancellor directed attention to several areas: student issues including creation of a Sharepoint site. Questions for the survey were derived from the enrollment, recruitment, internationalization, and learning; faculty issues such as objectives in the plan draft, and the survey was emailed to faculty, staff and recruitment, retention, and academic programs; research; and community service. students. A ‘Think Out of the Box’ lunch session was held on March 23, 2007 at The Chancellor emphasized that the plan must be comprehensive; that is, it must the Earl K. Long Library. The campus community could follow and comment on include all academic and service areas. the planning process by visiting the Sharepoint site which centralized pertinent information including meeting calendars, agendas, minutes, and reports. This Strategic Plan will identify a unified approach to match existing resources and past studies with stated goals, objectives, and realistic action steps. In essence, Using results from the open forum and survey, the writers prepared a second the committee was charged with developing a broad strategic plan that will guide draft for committee deliberation. A day-long retreat was held on May 24 for the the university through the recovery, re-examination, and rebuilding process. committee to discuss and revise the plan before distributing it. On June 1 the draft of the plan was emailed, inviting comments from the university community. Committee Organization Responses were requested by June 18, after which the committee met again to Committee membership included two faculty members, two vice chancellors, consider the comments before preparing a final recommendation to the chancellor. two students, two deans, two members of the Alumni Association Board of Directors, two members of the UNO Foundation Board of Directors, and the The Plan Chancellor as an ex-officio member. The committee was initially co-chaired This plan represents a shared vision for the future of the university. It will be by the Vice Chancellor for Strategic Planning and Budget and by the Provost reinforced through the institutional effectiveness process. This strategic plan and Vice Chancellor for Academic and Student Affairs. In addition to this collabora- will be reviewed and adjusted to serve continuously as a living guide for tive group, key university officials were asked to provide expertise and insight in academic excellence, faculty and student retention and recruitment, master specific areas such as student recruitment and enrollment, economic development campus planning, university athletics, research priorities, international initiatives, and technology transfer initiatives, university advancement, and fundraising. and partnership development. The University of New Orleans v Strategic Plan 2007–2010 6
  6. 6. MeaSureMenTS of univerSiTy SucceSS classifying these two doctoral CIP codes, adding at least one additional doctoral The University of New Orleans is a major urban research university. Categorized program with a non-duplicating CIP code, and increasing the number of doctoral as a Southern Regional Educational Board (SREB) Four-Year 2 institution, as degrees granted. This Strategic Plan also suggests adding four additional doctoral a Carnegie Doctoral/Research Intensive University, and as a Commission on programs for two reasons: (1) some of the additional programs will have duplicative Colleges - Southern Association of Colleges and Schools Level VI CIP codes but hold the promise of producing significant numbers of additional institution, UNO offers students a broad range of academic programs, nearly doctoral students; and (2) the additional programs may be needed to ensure that one-quarter of which are at the master’s or doctoral level. Extracurricular activities, the university meets the criteria for three consecutive years. including NCAA Division I intercollegiate athletics; an extensive program of intramural sports; and frequent exhibits and programs in music, drama, ballet, and Rankings of U.S. News and World Report the fine arts enhance the student experience. Culturally, socially, economically, and The U.S. News and World Report annually publishes a list of ‘America’s Best intellectually, the University of New Orleans is one of the major assets of the City Colleges.’ The rankings are listed separately for national universities, liberal arts of New Orleans and the State of Louisiana. colleges, master’s schools and comprehensive institutions. UNO is a national university and is ranked in the fourth tier. For national universities the top 248 This strategic plan outlines actions to be taken over the next several years which schools are ranked according to tiers; the top two tiers are numerically ranked, are necessary to reach the university’s goals. The facts and figures given below and while those in the third and fourth tier are listed alphabetically. The measures used in Appendix A were used by the committee to ensure that our progress could be for the rankings fall into seven broad categories: Peer Assessment; Graduation accurately assessed. and Retention Rates; Faculty Resources; Student Selectivity; Financial Resources; Alumni Giving; and Graduation Rate Performance. SREB Four-Year 1 The Southern Regional Education Board is a nonprofit organization that works In addition to the overall rankings, U.S. News and World Report also provides with policy makers in 16 southern states to improve pre-K through postsecond- rankings for Racial Diversity (see below), Economic Diversity, International ary education. Among four-year schools the SREB defines six categories or ranks. Students, Internships, Senior Capstones, First-Year Experiences, Undergraduate Currently, UNO is an SREB Four-Year 2 institution. To reach the highest cat- Research/Creative Projects, Learning Communities, Study Abroad, Service egory, an SREB Four-Year 1 institution, the University will need to award at least Learning and Writing in the Disciplines. 100 doctoral degrees yearly that are distributed among at least 10 Classification of Instructional Programs (CIP) categories (2-digit classification) with no more While the magazine’s rankings have recently come under increased criticism, they than 50% in any one category. Institutions change categories when they meet the still are widely publicized and used by students and parents in selecting a school. criterion for another category for three consecutive years. This Strategic Plan, while not explicitly using those rankings, addresses many of the key measures from which the rankings are obtained and recommends actions Before Katrina, UNO averaged roughly 75 doctoral degrees in seven CIP cat- which will help the university move to the magazine’s third tier. egories (by 2-digit classification). Two of those doctoral programs have out-of- date CIP codes, and the university could reach SREB Four-Year 1 status by re- The University of New Orleans v Strategic Plan 2007–2010 7
  7. 7. Faculty Scholarly Productivity Index SREB Aspirational Peer Institutions: University of Houston, University of Louisville. Because of the growing dissatisfaction among colleges and universities Non-SREB Aspirational Peer Institutions: University of Cincinnati, University nationwide with the U.S. News and World Report rankings, other measures of of Illinois-Chicago, University of Wisconsin-Milwaukee. universities and programs are beginning to emerge. The Faculty Scholarly Productivity Index (put out by Academic Analytics, Inc.) is a method for evaluating The funding forMula doctoral programs at research universities. It measures the annual productivity of The Strategic Planning Committee considered the formula funding method faculty in several areas including publications (books and journal articles), cita- which is used by the Louisiana Board of Regents as a tool in allocating state tions of journal publications, federal research funding, and awards and honors. appropriations to each of the colleges and universities in the state. Results can be compared to those of peer institutions. During the difficult fiscal times in the late 1970s, the budgets for universities Ethnic Diversity Index were drastically reduced. Since 1981 the state has not funded higher education at This index addresses the racial diversity of the student body as well as that of the 100% of formula funding, but instead has funded each university at a percentage faculty. The Racial Diversity Index is reported annually by U. S. News and World of its formula. Report in its rankings of universities. Just prior to Hurricane Katrina, UNO was funded at roughly 63% of formula Peer Institutions funding. Following the storm, higher education budgets were cut due to fears Through its Urban Agenda, UNO has identified a set of peer institutions of declining state tax revenues, and the funding formula was used to determine (universities very much like us, and also on our level) and a set of aspirational peer the magnitude of the cut for each university. However, those fears proved to be universities (urban universities that we aspire to imitate). For each set, schools unfounded, and the state experienced a large budget surplus due to billions of were chosen both from the SREB and from outside of the SREB. These universities dollars of federal money and insurance payments flowing into Louisiana as a result are all major urban campuses with many of the same problems and promises of storm losses and rising oil prices. In 2007 the universities were funded at 100% experienced by UNO. of formula funding. It is clear that strategic planning for the campus must include a discussion of formula funding. SREB Peer Institutions: Florida Atlantic University, Florida International University, Georgia State University, University of Texas-Arlington, University of Alabama- The Board of Regents funding formula uses a combination of full-time equiva- Birmingham, University of Memphis, University of North Carolina-Greensboro, lent (FTE) enrollment headcount, the SREB university designation, and doctoral Virginia Commonwealth University. degrees awarded. Beginning in fiscal year 2006-2007, two-year schools began using the immediate FTE enrollment while four-year schools began using a three- Non-SREB Peer Institutions: Cleveland State University, Indiana University - year rolling average. The contribution for doctoral degrees is determined using Purdue University Indianapolis, Oakland University (Michigan), University of a quartile structure populated with the most recent SREB data. The lowest, middle, Missouri-Kansas City, University of Missouri-St. Louis, University of Toledo, and highest quartiles for SREB Four-Year 2 school doctoral production are Wayne State University. calculated, and the quartile position of the university is determined using the The University of New Orleans v Strategic Plan 2007–2010 8
  8. 8. most current number of doctoral degrees granted. Of most importance is that the formula level of funding for each university is primarily determined by the enrollment, number of doctoral degrees granted, and the SREB tier. MeaSureMenTS of STudenT abiliTieS and STudenT SucceSS In addition to setting an overall enrollment target, this plan sets aggressive objectives for raising the mean ACT score of first-time, full-time freshmen. The Board of Regents sets minimum admissions standards for freshmen. Currently those requirements are an ACT score of 23 or a high school cumulative GPA of 2.5 or greater or a class rank in the top 25%. The ACT target specified in this plan is not an admissions requirement. Instead, it is a goal for our marketing and recruiting efforts that will help us measure our success in building nationally recognized academic programs. Raising the entering freshman ACT score will also improve our graduation rate. Finally, it is important to note that while our pre-Katrina first-year persis- tence rate (67%) was close to that of our peer institutions (69%), our 6-year graduation rate (25%) was significantly below that of our peers (39.4%). Clearly, the university must address the graduation rate by many means, but especially by recruiting better-prepared students and by improving instructional delivery. Both the latter methods are particularly addressed in this plan. The University of New Orleans v Strategic Plan 2007–2010 9
  9. 9. Vision Statement The Vision A great urban university is engaged with its community. By enhancing programs of academic excellence and community collaboration, we will better contribute to the economic, social, and cultural development of the Greater New Orleans The University of New Orleans has the vision to be a great urban research community and beyond. university. We will attract diverse and talented students through an accomplished, diverse and energetic faculty; a wide range of excellent programs; state-of-the-art A great urban university has great facilities. The quality of our campus will be facilities; and engagement with the larger community. consistent with our status and support a complete learning, living community. A great urban university has outstanding academic degree programs. The A great urban university has innovative applications of technology. The University University is committed to strong programs in fields that support our urban will continue to provide students, staff and faculty with state-of-the-art technology, mission; that celebrate and exploit the unique advantages of our location in one support research through university-class computational and library resources, and of the most historic, culturally rich, and interesting cities in the country; and ensure that IT resources are always available. that support our goal to be an urban research university of national stature. Our programs will attract students from the region, nation, and world. A great urban university has talented students. Our students currently rival any in the country in work ethic and dedication to learning. The University affirms that it will graduate well-educated students who have character, integrity, tolerance, and vision. They will be committed to a life of learning, service, and leadership; capable of making ethical decisions; and prepared to function successfully within a diverse, multicultural, and global society. A great urban university has faculty of national and international stature. The University already has one of the best faculties of any university of our type in the United States, but we will focus on recruiting new faculty in strategic academic areas and actively supporting their efforts in teaching, research, and service. A great urban university has a dedicated support staff. The University will continue to recruit staff with exemplary skills, retain qualified staff through an ongoing system of performance evaluation and rewards, and encourage staff productivity through effective support systems. The University of New Orleans v Strategic Plan 2007–2010 10
  10. 10. Mission Statement The Mission UNO, the urban research university of the State of Louisiana, provides essential support for the educational, economic, cultural, and social well-being of the culturally rich and diverse New Orleans metropolitan area. Located in an international city, the university serves as an important link between Louisiana and both the nation and the world. The university strategically serves the needs of the region through its undergraduate and graduate programs and through mutually beneficial collaborations with public and private bodies whose missions and goals are consistent with and supportive of UNO’s teaching, scholarly, and community service objectives. The university’s technological and cultural alliances connect the institution, its faculty, and its students to the community. Joint projects with public schools, governments, foundations, businesses, and civic groups enrich opportunities for learning and community growth. Research and graduate programs focus on fields of study in which UNO is nationally competitive or responding to specific state or regional needs. Approved by LSU System Board of Supervisors, June 4, 2004 The University of New Orleans v Strategic Plan 2007–2010 11
  11. 11. Programs of Distinction Programs of Distinction relative few accounting departments worldwide to maintain this level of excellence. The department offers the only Master of Science in Taxation program in Louisiana. Graduates from the programs of the Department of Accounting are The university has defined a set of academic programs and research areas spanning very actively recruited by both regional and national accounting and financial the five colleges which are nationally recognized and which celebrate the unique services firms. cultural, social, historical, and physical environment of the New Orleans region. Programs of Distinction for each college are described below. Global Entrepreneurship Initiative The college’s Global Entrepreneurship Initiative is an innovative program that College of Business Administration has great potential to be a regional and national model for entrepreneurship training and development. The comprehensive program incorporates entrepre- The College of Business Administration delivers a quality business education to our neurial concepts into classroom learning and real-world projects. The program international, regional, and local communities through teaching, research, and is unique, and so are the opportunities our community presents to our students. service to our stakeholders, and the effective use of technology. We facilitate economic The program has four components: business development workshops for local development and entrepreneurial activity, and adhere to the core values of continuous small business owners; faculty and staff training in entrepreneurship; the Students improvement, high ethical standards, and diversity in the educational environment. in Free Enterprise (SIFE) program that teaches UNO students to work directly with local small businesses; and a program to develop the entrepreneurship skills The Lester E. Kabacoff School of of junior high and high school students, the latter in partnership with Junior Hotel, Restaurant, and Tourism Administration Achievement of Greater New Orleans. With the implementation of this program, Tourism is an essential part of our local and regional economies. To ensure New we have a unique opportunity to help students, our community, and the future of Orleans is successful in the future, we must create a work force of highly trained the New Orleans business community. hospitality professionals. The Lester E. Kabacoff School of Hotel, Restaurant, and Tourism Administration is one of the leading hospitality management programs College of Education & Human Development in the country and is the only hospitality program in Louisiana that offers a master’s degree. The School of Hotel, Restaurant, and Tourism Administration is The College of Education and Human Development improves teaching and leadership, entrenched in one of the most vital hospitality economies in the country. Students advances lifelong learning, and promotes health and wellness through enhanced community who study at UNO have the unique opportunity to gain practical experience and partnerships. knowledge from the best in the industry. Teacher Education and Counselor Education The Department of Accounting UNO’s College of Education and Human Development has long been a leader in The Department of Accounting has long been at the core of the College of Business educating top-flight teachers and counselors. The Counselor Education Program Administration. The department consistently ranks as one of the top programs is the only doctoral program in counselor education in the state of Louisiana, in the South in the percentage of first-time passage rates on the CPA exam. The and it achieved national prominence in the last decade with a number of awards, Department of Accounting maintains a separate AACSB accreditation, one of a The University of New Orleans v Strategic Plan 2007–2010 12
  12. 12. including the Robert Frank Outstanding Program Award. As south Louisiana recov- The School of Naval Architecture ers and rebuilds, two of the greatest needs are quality education and aid in coping & Marine Engineering (NAME) with the ongoing psychological effects of the continuing struggle to rebuild the UNO is one of a select few universities to offer a Bachelor of Science degree in homes and neighborhoods that were lost during Hurricane Katrina. UNO offers naval architecture and marine engineering, and UNO’s undergraduate program innovative, practical teacher and counselor education that has a direct effect on in this subject is one of best in the country. The UNO-NAME graduate program our community. Programs such as Teach Greater New Orleans (TGNO), which is one of the fastest-growing programs in the United States. Besides studying with offers fast-track certification to individuals not originally trained as teachers, make distinguished faculty, students benefit from access to nearby shipping industries an immediate difference. Likewise, the Counselor Education Program provides and from proximity to the Mississippi River, Lake Pontchartrain, and the Gulf caring professionals with unique experience to make a real, immediate difference of Mexico. Graduates are in high demand and find positions in a wide variety of in the community by helping in long-term disaster recovery. marine enterprises such as ship and yacht building, engineering and design consulting, software development, and offshore companies. Usually they find Charter School Center positions well before they finish the program. Since 2002, the College of Education and Human Development has been devoted to the cause of improving public education in New Orleans. This mission became Flood Protection Analysis & Design Program even more urgent following the devastation wrought by Hurricane Katrina, and Civil engineering plays a vital role in the New Orleans area, particularly in flood UNO has taken a leadership role in tackling school reform through its Charter protection. The geographical makeup of the area along with climate change School Center. The center’s unique approach is to provide a continuum of aca- presents unique challenges to the future of the city and region. The Civil and demic excellence to students from pre-kindergarten through college. The center Environmental Engineering Department strives to produce graduates proficient manages three charter schools and serves in an advisory capacity to an additional in the specialties that serve the New Orleans metropolitan area and other major two schools, employing a curriculum that prepares students for placement in urban areas. UNO can provide engineering students with experiences and lessons UNO and other universities and community colleges. The Charter School Center unavailable anywhere else in the world, preparing the next generation of civil is a unique example of the bright future possible for public education in New engineers for the increasingly complex challenge of creating flood protection Orleans, and requires expansion and support to continue to address the needs of systems that can cope with global climate change. both students and the community. College of Liberal Arts College of Engineering The College of Liberal Arts advances the visual and performing arts, the humanities, The College of Engineering provides affordable, quality undergraduate and graduate and the social sciences through its educational commitment to the creative, cultural, engineering education in a manner which meets the needs of both the metropolitan intellectual, and social development of New Orleans and the State of Louisiana, as well community we serve and the larger national and international community. as communities beyond our borders. The University of New Orleans v Strategic Plan 2007–2010 13
  13. 13. Film Arts Program last well into the next decade. SUPRS guides students to meet the challenge of UNO’s Film, Theatre, and Communication Arts Department houses one of the simultaneously preserving cultural traditions and building workable twenty-first- top film production programs in the country, having close affiliations with the century communities through education, research and engagement. prestigious American Film Institute and the UNO Film Studios. Besides study- ing with the distinguished faculty of the department, UNO students have the Jazz Studies opportunity to work on major motion pictures and to learn from industry In the last century, New Orleanians seeking respite from urban life boarded ‘Smoky insiders. Given its unique position and established connections to the burgeoning Mary’ for the five-mile train ride north to the south shore of Lake Pontchartrain. film industry in New Orleans, the Film Arts Program is helping to solidify the There, the waterside hamlet of Milneburg offered a haven for the New Orleans city’s and the university’s role in the development of Hollywood South. population and for the incubating art form of jazz. Today, a community weary with post-Katrina issues once again finds respite at the lakefront with the sounds of Creative Writing Program our nation’s greatest indigenous music, while the path of those old railroad tracks, UNO’s Creative Writing Workshop (CWW) is a vital part of South Louisiana’s now known as Elysian Fields Avenue, still links the hottest names in jazz with the robust literary heritage. Its students produce highly acclaimed work, having urban musical landscape of New Orleans–and the world–at UNO. Guided for received such honors as the National Student Playwright Award from the many years by the legendary hand of pianist and educator Ellis Marsalis and now American College Theatre Festival; the Associated Writing Program’s Intro awards led by recording artist and educator Ed Petersen, UNO’s Jazz Studies Program in short fiction, poetry and non-fiction; and awards in graduate fiction, poetry has grown into a solid, internationally acclaimed program that attracts the most and non-fiction from the Gulf Coast Association of Creative Writing Teachers. talented up-and-coming students from around the world. Jazz Studies alumni fill Graduates have had their work placed with major publishing houses, have won a roster chock full of names like Nicholas Payton, Irvin Mayfield, Jeremy Daven- the Authorlink1 International New Author Awards Competition for Best Novel, port, Harry Watters, Brice Winston, Glenn Patscha, and Jason Marsalis. and have been featured in the book-of-the-month series on NBC’s Today show. Center for Hazards Assessment, The School of Urban Planning and Response and Technology (CHART) Regional Studies (SUPRS) UNO-CHART is an applied social science hazards research center at The In the aftermath of the worst disaster ever to hit an American city, UNO’s School University of New Orleans that collaborates with coastal Louisiana communities of Urban Planning and Regional Studies (SUPRS) was born at Ground Zero. Its including the City of New Orleans and its surrounding parishes. The objectives of dedicated planners, anthropologists, and geographers recognize the privilege and CHART projects are to assist residents and local and state officials in reducing risk responsibility they have been given. Their charge is to aid in the recovery and to natural hazards, especially hurricane and climate hazards, and to help them gain restoration of the greater New Orleans area’s natural and built environments as a better understanding of their risk and what they can do to protect themselves well as to help preserve and promote its cultural traditions. Central to the mission from these hazards. CHART was founded in 2001 and is comprised of a multi- of SUPRS is the commitment to community service: we insist students actually disciplinary group of faculty, staff, and graduate research assistants representing ‘do’ as they learn. At this pivotal time in our history, the scope of the work needing various backgrounds including sociology, political science, public administration, to be done both in terms of planning and cultural preservation is enormous; it will planning, urban studies, engineering and geography. Currently, CHART has projects that address repeated flood loss, disaster mitigation planning, The University of New Orleans v Strategic Plan 2007–2010 14
  14. 14. developing of community resiliency assessments, storm mitigation efforts by Advanced Materials Research Institute (AMRI) coastal communities, and hurricane evacuation of vulnerable populations. The Advanced Materials Research Institute (AMRI) is a multidisciplinary materials science research institute in the College of Sciences. The focus Metropolitan College of our nanomaterials research and education programs is twofold: (1) the development of new materials which are crucial for information technology applications Metropolitan College extends high-quality resources and services of The University of including telecommunications, ultra-high density data storage, and information- New Orleans to enhance economic progress, workforce and professional development, sensitive sensors and devices; and (2) the training and education of future materials personal and civic enrichment, and other educational opportunities for the citizens of scientists with expertise in nanomaterials and nanotechnology. Our educational the New Orleans metropolitan region, the state and beyond. program includes a very successful Outreach Summer Research Program for undergraduates, high school students, and high school teachers. Our International Studies Center Development collaborative efforts include joint research programs with several academic institu- Only a few cities in the United States possess the same name recognition and tions and industrial laboratories. Located in the Science Building, AMRI occupies allure abroad as New Orleans. The city’s diverse culture, key location and more than 8,000 square feet of laboratory and office space, and has available an rich history have attracted visitors and students for many years. The Austrian impressive inventory of specialized materials research instrumentation to carry out Marshall Plan Anniversary Foundation donated a generous ‘seed-money’ gift to its research programs. help launch a project to build an International Studies Center at the University of New Orleans. It will serve as the central site for international activities on the Pontchartrain Institute for Environmental Sciences (PIES) UNO campus and will house all university units dealing with international courses The Pontchartrain Institute for Environmental Sciences (PIES) is a partnership of study, international students and faculty, study abroad and exchange programs, of scientists and educators combining rigorous scientific analysis with education, and international student organizations. By capitalizing on UNO’s impressive outreach and planning in order to develop practical solutions to the environmental record of international programs and partnerships, the new International Studies challenges found in the Pontchartrain Basin, in other areas in Louisiana and Center will provide the core synergy for expanding and strengthening international in similar ecosystems elsewhere in the world. The Institute is comprised of five activities and opportunities, extending UNO’s contributions to international research labs and a Coastal Wetland Education Program that offers area schools growth within the New Orleans area. the opportunity to explore our fascinating wetland culture. PIES is closely associated with the Department of Earth and Environmental Sciences at UNO College of Sciences which offers concentrations in geology, petroleum geology, coastal science and restoration, and environmental science and policy at the B.S., M.S., and The College of Sciences advances science through excellence in teaching, research and Ph.D. levels. The faculty and staff consist of geologists, biologists, computer service and supports the educational, economic and technological development of the scientists, ecologists, educators, engineers, geographers and RS/GIS specialists. We New Orleans metropolitan area, the State of Louisiana and the nation. continually improve our academic and research programs through adaptive management to meet the ever-changing needs of our society. The University of New Orleans v Strategic Plan 2007–2010 15
  15. 15. National Center for Data Assurance Education doctoral program in conservation biology was approved by the LSU Board of Information Assurance (IA) research at The University of New Orleans is centered Regents in 1998, and the first students began in 1999. The program provides around the Networking, Security, and Systems Administration Laboratory (NSSAL) broad training in a variety of fields, including conservation genetics, conservation in our Department of Computer Science. Current research is focused primarily ecology, and reproductive biology. Coursework in several areas of conservation on digital forensics and network security. The Center is actively developing biology and related fields provides students with broad knowledge of current next-generation digital forensics tools and technologies. These include an issues, techniques, and questions in the field. Independent research is performed architecture for cluster-based digital forensics investigation which leverages under the guidance of a faculty mentor to help students develop specialization commodity computer clusters (e.g. Beowulf clusters) to rapidly perform in particular areas of conservation biology. Student research culminates in the large-scale investigations, and the fastest available file-carving application, named preparation and defense of a dissertation which reflects a substantial and new Scalpel. Students in our research group are working on a number of interesting contribution to the science of conservation biology. issues in information assurance, including document similarity tools, improved steganography detection, and collaborative digital forensics tools. Bioinformatics Research Program Bioinformatics research at The University of New Orleans benefits from excellent ties with the Research Institute for Children (RIC)–a new research facility administered jointly by Louisiana State University Health Sciences Center (LSUHSC) and Children’s Hospital. Faculty in the bioinformatics group have ties with the Research Institute, and one faculty member conducts laboratory research at RIC on the development of an alpha hemolysin nanopore detector, and the use of that detector in a variety of single-molecule biophysical/biochemistry binding studies. Facilities at UNO include a large, state-of-the-art computational cluster consisting of 20 dual AMD64 machines with 4G+ RAM and Gig-Ethernet connectivity. These cluster nodes serve double-duty, providing high-powered work stations for bioinformatics student researchers (and visitors), as well as access to excellent Fileserver hardware and other, more specialized, departmental computational facilities (a Beowulf cluster). Conservation Biology The conservation biology program in our Department of Biological Sciences is designed to prepare students for careers in conservation biology through a rigorous, integrated program of coursework and research. The departmental The University of New Orleans v Strategic Plan 2007–2010 16
  16. 16. Academic Programs The Strategic Plan: Goals, Action 1.1.3: Review all academic programs at the baccalaureate and master’s level that are not accredited as part of the Objectives and Actions Academic Program Review process on a ten-year cycle. Key-Performance Indicator: In-house ‘Peer Assessment’ developed using national ranking models Academic Programs Champion: Provost or designee Objective 1.2: The University will be an SREB Four-Year 1 Goal 1: As Louisiana’s Urban Research University of National Stature, The institution, and all of the doctoral programs will be ranked University of New Orleans • has nationally recognized academic programs including programs in the upper half of the Faculty Productivity Index for their related to the unique character of New Orleans discipline. Action 1.2.1: Work with the LSU System and the Board of Regents to • has nationally-ranked doctoral Programs of Distinction in a variety of change the Classification of Instructional Programs (CIP) disciplines codes of two existing doctoral programs (Applied • provides necessary resources, including technology and library Bio-Psychology and Urban Studies) to align with new resources, to support Programs of Distinction in all academic colleges National Center for Education Statistics (NCES) CIP • promotes interdisciplinary and community-based learning codes for these programs. • plays a significant role in the economic, social and technological Action 1.2.2: Work with the LSU System and Board of Regents to add development of New Orleans, Louisiana, and the nation four doctoral programs in the areas defined by the • has vibrant programs in international studies Academic Programs plan. • houses an innovative Honors College Action 1.2.3: Increase the pool of highly qualified graduate students • maintains an organizational structure that supports the academic in doctoral programs by increasing graduate assistant mission stipends to competitive levels and creating other • meets all NCAA Division I and Sunbelt Conference standards incentives. Action 1.2.4: Increase the number of University Fellowships. Objective 1.1: The University will support nationally recognized Action 1.2.5: Implement a plan to return a significant part of the academic programs including programs related to the unique overhead from grants to the originating college cultural, social, historical, and physical environment of the New and library. Orleans region. Action 1.2.6: Budget the funds for start-up costs for new faculty. Action 1.1.1: Restore faculty lines to departments according to the Action 1.2.7: Ensure that the Institutional Effectiveness Plans for Academic Programs plan, which among other things all doctoral programs have measurable objectives particularly supports the Programs of Distinction tied to the Faculty Productivity Index and to the Action 1.1.2: Fund departmental budgets and the library in line with University objective of being an SREB Four-year actual expenditures. 1 institution. The University of New Orleans v Strategic Plan 2007–2010 17
  17. 17. Action 1.2.8: Review all doctoral programs that are not accredited by an Objective 1.4: The undergraduate interdisciplinary studies external agency on a five-year cycle. programs will be highly regarded and have broad-based faculty and academic program involvement. Key-Performance Indicators: Number of doctoral programs, number Action 1.4.1: Seek approval from the LSU System and Board of Regents of doctoral degrees granted, Faculty Productivity Index of doctoral programs. to change the name of Bachelor of General Studies to Champions: Provost and Vice Chancellor for Research and Dean of Graduate School Bachelor of Interdisciplinary Studies. Action 1.4.2: Place the Bachelor of Interdisciplinary Studies program Objective 1.3: The University will increase external funding for under the direction of a faculty director who reports to Programs of Distinction. the Associate Vice Chancellor of Academic Affairs; this Action 1.3.1: Engage high profile/influential UNO alumni and other director will have both budgetary and administrative business/community leaders in the support and future oversight of the program, and be allocated a budget development of various Programs of Distinction. appropriate for the program’s size, role, scope, and Action 1.3.2: Re-establish a Board of Visitors in each college mission. and the library. Action 1.4.3: Have the Associate Vice Chancellor work with an Action 1.3.3: Plan special events surrounding Programs of Distinction interdisciplinary studies committee to include using input from Board of Visitors, UNO Alumni faculty members from each college and the library Association, and UNO Foundation. chosen by the dean of that college. Action 1.3.4: Identify specific initiatives in each Program of Distinction Action 1.4.4: Ensure that established interdisciplinary studies themes and work with Foundation Board members, Boards of and new themes developed by students in conjunction Visitors, and UNO Alumni Association to accomplish with an advisor will be approved both by the faculty them. advisor and the interdisciplinary studies committee. Action 1.3.5: Hold annual college alumni events such as luncheons and Action 1.4.5: Charge the Associate Vice Chancellor with developing speaker programs. mechanisms and resources through which faculty and Action 1.3.6: Establish community programs such as jazz concerts, film departments (with input from students) can develop screenings, and special lectures. new themes and programs for interdisciplinary studies. Action 1.4.6: Ensure that all interdisciplinary studies programs that Key-Performance Indicator: Funding for Programs of Distinction have been approved by the Board of Regents will follow Champion: Vice Chancellor for University Advancement and Provost the organizational structure as approved. Key-Performance Indicator: INDSTD04 (Independent study or self-designed major) variable of National Survey of Student Engagement Champion: Provost or designee The University of New Orleans v Strategic Plan 2007–2010 18
  18. 18. Objective 1.5: Increase the coordination of international programs Objective 1.7: The University will maintain an organizational and expand degrees and programs in international studies. structure that is supportive of the academic mission. Action 1.5.1: Strategically initiate and implement student/faculty Action 1.7.1: Move the Eisenhower Center to the College of Liberal Arts. programs and exchanges in global regions not currently Action 1.7.2: Move Center Austria to the College of Liberal Arts. represented. Action 1.7.3: Develop an organizational structure that improves Action 1.5.2. Charge the Associate Vice Chancellor of Academic Affairs coordination of international programs and services. with leading the efforts to implement strategic priorities related to internationalization. Key-Performance Indicator: Organizational Charts Action 1.5.3: Develop an international studies center. Champion: Provost (or designee) Key-Performance Indicators: Restructuring, Number of Programs, and Degrees Objective 1.8: The Athletics Department will meet all NCAA Champion: Associate Vice Chancellor of Academic Affairs Division I and Sun Belt Conference (SBC) standards, including sports sponsorship, compliance with Title IX, and SBC sports Objective 1.6: The number of university students graduating competition. ‘with honors’ will be at or above that reported by our Action 1.8.1: Regain Division I-AAA status through the following aspirational peers. sports: Men’s Basketball, Baseball, Golf, Tennis, Action 1.6.1: Implement Honors College Plan. Swimming/Diving, Soccer and Women’s Basketball, Action 1.6.2: Dedicate contiguous residential space to honors students. Volleyball, Swimming/Diving, Tennis, Softball, Action 1.6.3: Make more internships, service, and research opportunities Soccer, Golf, Cross Country. available to honors students. Action 1.8.2: Hire a full-time Compliance Officer or reduce duties of Action 1.6.4: Require all freshman and transfer honors students to SWA/Compliance Officer and hire a Compliance Assistant. enroll in an honors version of the University Success course. Key-Performance Indicators: Number of sports, expenditures relative to budget Action 1.6.5: Encourage international opportunities for honors students. Champion: Athletics Director Action 1.6.6: Pair mentor professors with selected senior honors students to allow them to gain experience in teaching a course in their major area, an example being Senior-Year Teaching Partnerships. Action 1.6.7: Grant graduation degree distinctions (summa, etc.) at GPA levels commensurate with aspirational peers. Action 1.6.8: Reinstate a National Merit Scholars Program. Key-Performance Indicators: Percentage of Honors Graduates; Number of National Merit Scholars Champion: Honors Program Director The University of New Orleans v Strategic Plan 2007–2010 19
  19. 19. Students success and a vibrant campus life, address the financial needs of maintaining a vibrant campus life program by seeking non-traditional sources of funding on-campus activities. Action 2.1.4: Identify and implement best practices for internal and external communications between the university and its potential and current students, and between students and the faculty/staff. Key-Performance Indicators: Graduation rate, ENTIREXP (how would you evaluate your entire educational experience at this institution?) variable of National Survey of Students Student Engagement. Champion: Provost or designee Goal 2: Recognizing that students are the core of the institution, The University Objective 2.2: The first-year persistence rate will match or of New Orleans graduates well-prepared students exceed that of our peer institutions. • retains academically-qualified students Action 2.2.1: Implement redesigned UNIV 1001 course. UNIV 1001 • attracts a diverse and international student body should include Hazard Protection Education and risk • promotes an active campus life reduction elements. • is the first choice of students who are prepared to succeed academically Action 2.2.2: Continue with lower maximum student enrollment • ensures well-being and academic success of student athletes in ENGL 1157 and ENGL 1158. Establish clear and uniform learning objectives in syllabi for both courses. Objective 2.1: The graduation rate will match or exceed that of Action 2.2.3: Add Tutorial Module to English 1156 and add additional our peer institutions. tutors in UNO Writing Center. Action 2.1.1: Encourage a culture that fosters faculty/student Action 2.2.4: Reduce class sizes in MATH 1115. interaction by establishing a university-wide policy on Action 2.2.5: Establish an electronic review of homework exercises, faculty mentoring and an appropriate evaluation system common review sheet for in-class tests, and structured to encourage faculty/student compliance with this policy. tutorials for MATH 1115. Institute a common set of Action 2.1.2: Identify student needs for access to on-campus facilities, hour-long departmental exams. such as computer labs, study areas and campus dining, and establish hours of operation that match student Key-Performance Indicators: First-year Persistence Rate, Academic and demand with availability. Intellectual Experiences Mental Activities, Time Usage, Institutional Action 2.1.3: In recognition of the correlation between academic Environment and Educational and Personal Growth variables of The University of New Orleans v Strategic Plan 2007–2010 20
  20. 20. National Survey of Student Engagement. Objective 2.4: The student body will have a vibrant student Champion: Director, Student Persistence and Recovery Initiative Task Force life that includes a diverse program of co-curricular and extra-curricular activities. Objective 2.3: The university will recruit more students Action 2.4.1: Fund the Office of Campus Activities to match peer from other areas of the state, nation, and world. The univer- universities as percentage of total revenue and/or on a per sity student body will continue to be the most diverse in the student basis. state and the international student population will increase. Action 2.4.2: Enhance the student life program to include on-campus Action 2.3.1: Expand marketing and recruiting efforts to increase the activities for both commuter and residential students on out-of-state student population to 8% of enrolled weekdays and weekends. headcount by 2010. Action 2.4.3: Develop community programs or student life programs Action 2.3.2: Expand marketing and recruiting efforts to increase that include Hazard Protection Information Projects. the international student population to 8% of enrolled Action 2.4.4: Implement a revised class schedule. headcount by 2010. Action 2.4.5: Enhance relations and communications among the Action 2.3.3: Strengthen and expand the SREB Fellowship program. primary student life organizations such as Student Action 2.3.4: Develop an ethnic minority community/network or Government (SG), Student Activities Council (SAC), support system of organizations. Greek Life, International Student Organization (ISO), Action 2.3.5: Develop a diversity website. and Driftwood. Action 2.3.6: Expand support systems for international students. Action 2.4.6: Develop a student-oriented speaker series that includes Action 2.3.7: Increase the number of UNO students who participate in notable authorities and experts from all disciplines. study abroad, international internships, and service learning. Action 2.4.7: Create an online, student-run website providing audio and video entertainment. Key-Performance Indicators: U.S. News and World Report University Diversity Action 2.4.8: Maximize the utilization of available funds for campus life Index; ENVDIVRS (encouraging contact among students from different economic, purposes by undertaking a study of student life programs social, and racial or ethnic backgrounds) variable of National Survey of Student En- and eliminating and/or consolidating programs and gagement; GNDIVERS (understanding people of other racial and ethnic backgrounds) activities where necessary. variable of National Survey of Student Engagement; out-of-state student percentage; out-of-state international student percentage. Key-Performance Indicators: ENVEVENT (attending campus activities and events) Champion: Provost or designee variable of National Survey of Student Engagement; COCURR01 (Participating in co-curricular activities) variable of National Survey of Student Engagement. Champions: Provost and Dean of Student Affairs The University of New Orleans v Strategic Plan 2007–2010 21
  21. 21. Faculty Enhancement Objective 2.5: Marketing and recruitment strategies will result both in a mean entering ACT score for new freshman of 25 (SAT Math and Reading of 1130 or 1700 composite) and a target enrollment of 15,000 students by 2010. Action 2.5.1: Develop a marketing, recruitment, and enrollment plan that outlines strategies to achieve the university’s enrollment goals. Action 2.5.2: Develop a new portfolio of recruitment publications. Action 2.5.3: Fund recruitment and marketing efforts to match peer universities as a percentage of total revenue and/or on a per student basis. Action 2.5.4: Increase and expand web and e-recruitment communications by developing a comprehensive communication program to reach prospects. Action 2.5.5: Develop a targeted international recruitment strategy. Key-Performance Indicators: ACT scores; Enrollment Faculty Enhancement Champion: Associate Vice Chancellor for Enrollment Management Goal 3: Recognizing that a university of national stature has faculty with national and international stature, The University of New Orleans Objective 2.6: The Athletics Department will meet NCAA • recruits faculty with the potential to build the stature of the institution metrics of academic success. • retains a faculty with national and international reputation through fair Action 2.6.1: Enhance resources to strengthen the Student-Athlete assessment and enhanced compensation and rewards Support Services (SASS) unit. • encourages faculty productivity through effective support systems Action 2.6.2: Fully implement the CHAMPS/Life Skills program. • provides faculty with the tools needed to be effective educators Action 2.6.3: Increase the amount of available student-athlete • celebrates a diverse faculty Summer School and 5th Year Aid. • supports internationalization of the campus Key-Performance Indicators: NCAA Academic Progress Rate, NCAA Graduation Objective 3.1: The University will recruit high-quality faculty Success Rate, and Federal Graduation Rates and provide opportunities to succeed professionally. Champion: Athletics Director Action 3.1.1: Establish recruitment budgets for academic colleges and the Library specifically dedicated to recruiting high quality faculty. Action 3.1.2: Develop a marketing campaign geared specifically to The University of New Orleans v Strategic Plan 2007–2010 22

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