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

  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • 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
  • recruitment of faculty to boost the university’s national Objective 3.3: All tenured faculty in graduate departments will and international reputation as one of academic excellence. merit full membership on the graduate faculty. Action 3.1.3: Develop relationships with high quality providers of K-12 Action 3.3.1: Establish a graduate student population consistent with educational institutions to aid in attracting and retaining our peer institutions to engage with faculty in research quality faculty who have children. and to participate with faculty in other scholarly activities. Action 3.1.4: Provide opportunities for summer support for new faculty Action 3.3.2: Obtain external funding opportunities to enhance to help develop research/scholarly programs. teaching, scholarly research/creativity, and outreach Action 3.1.5: Implement a competitive in-house grants program productivity of faculty. through the Office of Research. Action 3.3.3: Implement a competitive in-house grants program through the Office of Research. Key-Performance Indicators: Faculty Promotion/Tenure rate Action 3.3.4: Encourage faculty, where appropriate, to engage in Champion: Provost or designee translational research that could result in licensing and commercial opportunities. Objective 3.2: The University will increase retention of faculty. Action 3.3.5: Create a vibrant technology transfer office to be named Action 3.2.1: Develop campus-wide faculty performance measures, the Office of Intellectual Property Management, and staff assessment procedures, and mentorship. and fund this office appropriately. Action 3.2.2: Review campus policies to ensure a fair salary/compensation Action 3.3.6: Link university expertise to industry problem solving program and reward/award system that recognizes to stimulate the growth of research and technology exemplary teaching and performance, scholarly development and to foster innovation, commercialization research, creative and artistic contributions, and service and economic competitiveness. Action 3.2.3: Develop an appropriate formula and budgeting Action 3.3.7: Expose faculty to entrepreneurial opportunities for procedure based on peer and aspirational institutional developing intellectual property and building strong data to fund faculty development and instructional support. relationship with companies. Action 3.2.4: Encourage and publicize opportunities for building Action 3.3.8: Integrate the Center for Innovation programs for collegial relationships among UNO faculty and with entrepreneurship and commercialization into the colleges. faculty at other institutions. Action 3.3.9: Encourage departments to include patent disclosures and Action 3.2.5: Establish a budget line in the Provost’s office specifically licenses as part of criteria for graduate faculty membership. dedicated to retaining high quality faculty. Key-Performance Indicator: Percentage of eligible faculty that are full members Key-Performance Indicator: Faculty retention rate Champions: Dean of the Graduate School and Vice Chancellor for Technology and Champion: Provost or designee Economic Development The University of New Orleans v Strategic Plan 2007–2010 23
  • Staff Objective 3.4: The University will provide faculty with the resources necessary to deliver exceptional learning opportunities Staff to students domestically and abroad. Goal 4: Recognizing that a university of national stature needs a dedicated Action 3.4.1: Include instructional supplies in departmental budgets. support staff, The University of New Orleans Action 3.4.2: Include instructional equipment, including repair and • recruits staff with exemplary skills life-cycle replacement, as a university budget item. • retains qualified staff through an ongoing system of performance Action 3.4.3: Include life-cycle replacement of faculty computers in evaluation and rewards technology planning. • encourages staff productivity through effective support systems Action 3.4.4: Identify and establish fair policies on faculty workload. • maintains a staff committed to customer service Action 3.4.5: Provide opportunities for faculty development in effective teaching, including use of library resources and instructional Objective 4.1: The university student/staff ratio will be no larger technology tools. Action 3.4.6: Expand opportunities for faculty and staff to engage than the mean of our peer institutions and at least 25% of non- in international activities and programs. classified staff will meet at least one ‘desired’ qualification listed on the SP-2. Key-Performance Indicator: ENVSUPRT (providing the support you need to help you Action 4.1.1: Use relevant data comparing student/staff ratios and staff achieve academically) variable of National Survey of Student Engagement salaries to peer institutions by unit/department when filling Champion: Provost or designee university positions. Action 4.1.2: Hire sufficient professional staff in key areas such as Human Resource Management (HRM), Financial Services, Objective 3.5: The faculty will be the most diverse in the State. University Police, Facilities Services, University Computing Action 3.5.1: Recruit more minority faculty. and Communications, Leader/Coordinator for Board of Action 3.5.2: Provide competitive grants to faculty and staff for Visitors and Community Service initiatives, and other initiatives which promote awareness of and sensitivity critical areas. to issues of diversity. Action 3.5.3: Expand New Faculty Diversity Orientation. Objective 4.2: Classified staff will undergo annual Performance Key-Performance Indicator: Faculty Diversity Index Planning and Review (PPR) and all non-classified staff will be Champions: Provost and Director, Diversity Affairs evaluated yearly. Action 4.2.1: Supervisors will complete mandatory PPR training to ensure that zero percent of classified staff will receive a ‘satisfactory by default’ rating. Action 4.2.2: Use PeopleSoft to track PPR of classified staff by department/unit. The University of New Orleans v Strategic Plan 2007–2010 24
  • Community Action 4.2.3: Evaluate the PPR-A form for potential use. Objective 4.4: Faculty and Students will rate Staff Customer Action 4.2.4: Develop online training for supervisors in PPR. Service highly. Action 4.2.5: Ensure HRM works with State Civil Service so that future Action 4.4.1: Include Customer Service as a measureable assessment in classified employee raises will specify a range of increases all Institutional Effectiveness Plans for units providing tied to performance evaluations. service to faculty and students as well as to other units. Action 4.2.6: Implement an instrument for non-classified review. Action 4.4.2: Develop a campus-wide instrument for soliciting Action 4.2.7: Develop a policy for non-classified staff raises that evaluations of customer service. includes increments for achieving advanced degrees. Action 4.4.3: Institute a training program geared towards customer Action 4.2.8: Retain non-classified staff through a merit-based service. salary/compensation program tied to performance evaluations. Action 4.4.4: Identify a rewards program for outstanding customer Action 4.2.9: Have HRM develop a procedure to ensure that service. non-classified salaries are consistent by job title campus-wide. Key-Performance Indicator: Customer Service Evaluations in IE Reports Champion: Director of Human Resource Management Objective 4.3: Faculty and staff will complete sexual harassment, diversity sensitivity, violence in the workplace, and safety training. All staff will complete at least one class Community in the Comprehensive Public Training Program (CPTP) or Goal 5: Recognizing the importance of community involvement, The University University Computing and Communications (UCC) of New Orleans training yearly. • encourages involvement in the community Action 4.3.1: Develop an online instrument for sexual harassment, • engages alumni and other business community leaders diversity sensitivity, violence in the workplace, safety • supports non-traditional learning and workforce development training, and other required training. Action 4.3.2: Increase awareness of CPTP and UCC training classes. Objective 5.1: The University will be nationally recognized for Action 4.3.3: Include life-cycle replacement of staff computers in its involvement in the community and the recovery of the technology planning. New Orleans region. Action 5.1.1: Establish a series of identifiable community service Key-Performance Indicator: Percent Faculty/Staff Trained initiatives that would utilize the services of undergraduate Champion: Director of Human Resource Management students/faculty in satisfying a general degree requirement. Action 5.1.2: Identify a Coordinator of Service Learning who will develop programs and catalog existing community service initiatives and programs. The University of New Orleans v Strategic Plan 2007–2010 25
  • Action 5.1.3: Expand the service learning component of University Action 5.2.2: Develop programs in economic development. Success for first year students and implement the new Action 5.2.3: Develop a marketing initiative that focuses on UNIV 3001 to provide a leadership role for upperclass capacity-building services for government agencies students in the UNIV service learning experience. and recovering industries and organizations. Action 5.1.4: Partner with community not-for-profits (Idea Village Action 5.2.4: Establish a government training academy using initial and other visiting university students) and consider contract with the Louisiana Department of Labor independent study program beginning in Fall 2007. as a model for marketing to other agencies. Action 5.1.5: Partner with private entities to strengthen internship Action 5.2.5: Engage in aggressive efforts to cultivate funding programs. opportunities with federal funding agencies for economic Action 5.1.6: Partner with schools in New Orleans area by sponsoring and workforce development initiatives. fairs/competition (such as science fairs, spelling bees, Action 5.2.6: Cultivate partnership opportunities with regional parish robotics competitions, and literature competitions) and governments and Workforce Investment Boards (WIBs). activities with a Mobile Learning Center. Action 5.2.7: Launch a WIB-supported hospitality training initiative Action 5.1.7: Open special one-time class ‘events’ to the public. as a pilot for enhanced partnerships (Orleans and Action 5.1.8: Engage companies that can enhance research support Jefferson WIBs). for the faculty, provide experiences for the students Action 5.2.8: Secure support in regional parishes for municipal and faculty in commercial enterprise, nurture the government administrator certification and skills entrepreneurial spirit of the university and the region, building projects. and create the potential for the development of intellectual Action 5.2.9: Gain Workforce Investment Act (WIA) and other state property with market potential. government funding support for an older worker Action 5.1.9: Coordinate and focus marketing and public relations workforce re-entry project (pilot with Jefferson and efforts to garner greater recognition and media coverage Orleans Parishes). of efforts. Action 5.2.10: Submit new capacity-building and economic development proposals to state government agencies. Key-Performance Indicator: U.S. News and World Report – Programs to Look For – Service Learning, GNCOMMUN (contributing to the welfare of your community) Key-Performance Indicator: U.S. News and World Report – Programs to Look For – variable of National Survey of Student Engagement Internships/Co-op, INTERN04 (practicum, internship, field-experience, co-op experi- Champion: Provost or designee ence, or clinical assignment) variable of National Survey of Student Engagement; and GNWORK (Acquiring job or work-related knowledge and skills) variable of National Objective 5.2: The University through the Metropolitan College Survey of Student Engagement will provide continuing education for the Louisiana workforce. Champions: Vice Chancellor for Technology and Economic Development and Dean of Action 5.2.1: Involve a restructured Center for Society, Law & Justice Metropolitan College and the Crime Lab in work force training. The University of New Orleans v Strategic Plan 2007–2010 26
  • Facilities Facilities Action 6.1.11: Have the Athletics Department develop a facilities master plan for athletics that features ‘Centers of Excellence,’ comparable to Division I-AAA and Sun Goal 6: In support of the urban research mission and to sustain national stature, Belt Conference peers, using non-university funds, The University of New Orleans which will be incorporated into the university’s • provides a complete learning and living community Master Plan. • maintains physical facilities and infrastructure through an ongoing planning process Objective 6.2: Maintain and repair facilities to create a • develops, finances, and maintains facilities through efficient and safe, clean, and functional environment that meets the needs effective policies of students, faculty, and staff. • involves stakeholders in seeking financing Action 6.2.1: Implement Blue Light Call Stations, Campus Escort Program and Community Policing. Objective 6.1: The University will establish appropriate facilities Action 6.2.2: Develop and distribute the Operation Identification necessary for students, faculty, and staff to pursue academic and and College Crime Prevention Brochure. creative endeavors. Action 6.2.3: Increase emergency awareness and alert capabilities for Action 6.1.1: Build first-class campus housing. the university community by implementing diverse alert Action 6.1.2: Rebuild the Cove to provide dining on the systems such as emergency sirens, an electronic campus west side of campus. Also resume the message board, and text messaging that supplements the showcasing of UNO musical talent there, email alert system. Train students, faculty and staff on or locate another on-campus venue. purpose and usage of each system. Action 6.1.3: Build new Fine Arts building. Action 6.2.4: Develop a process to ensure that academic buildings are Action 6.1.4: Redesign library space and technological capabilities adequately renovated and maintained. to create an inviting and functional learning Action 6.2.5: Continue campus beautification efforts. environment with extended hours, in collaboration Action 6.2.6: Partner with alumni, business groups, industry, and with UCC, LRC, and other learning partners. community groups to seek alternative financing Action 6.1.5: Design/create facilities for informal faculty gatherings. opportunities and resources. Action 6.1.6: Redesign the Performing Arts Center Thrust Theatre Action 6.2.7: Locate the Office of Admissions in a facility suitable for to create a venue for screening films and presentations. campus visits by prospective students and their families. Action 6.1.7: Redesign classrooms and install instructional Action 6.2.8: Renovate the University Center as a center for student technology competitive with our peer institutions. services and student life. Action 6.1.8: Rebuild the Facility Services building. Action 6.2.9: Upgrade and diversify campus dining. Action 6.1.9: Build a North Central Utility Plant. Action 6.2.10: Plan a move of Conference Services to Auxiliary Services. Action 6.1.10: Build an International House. Action 6.2.11: Continue to repair and replace worn or outdated fixed The University of New Orleans v Strategic Plan 2007–2010 27
  • Technology facilities equipment using remaining Major Repairs and Action 6.4.1: Increase the upper limit of the Division’s authority to bid Facilities Use and Maintenance Fee monies. Renovation and implement projects under Act 959 to $5,000,000. and maintenance should, wherever possible, include Action 6.4.2: Increase the upper limit on the Division’s authority to consideration for risk reduction or mitigation. bid and implement Facilities Use and Maintenance Fund Action 6.2.12: Provide for sale of $10 to $15 million new bonds, (FUMF) projects to $2,500,000. funded by revenues from student tuition over ten Action 6.4.3: Increase the upper limit on the Division’s authority to bid years, to continue the repair and replacement of worn and implement Major Repair and Reroofing projects to and outdated fixed facilities equipment. $2,500,000. Key-Performance Indicator: Results from in-house survey Key-Performance Indicator: Champion: Vice Chancellor for Campus Services Appropriate State Approvals Champion: Vice Chancellor for Objective 6.3: Maintain a dynamic master plan which is Campus Services examined annually and integrated into the University’s Strategic Plan. Action 6.3.1: Work with the Army Corps of Engineers to relocate Technology the Lakeshore Drive entrance by the Alumni and Visitor’s Center. Goal 7: Recognizing the Action 6.3.2: Resume planning for construction of a new Student importance of innovative and Union and Affinity housing. effective use of technology, Action 6.3.3: Plan for recovery of Lafitte Village. the University of New Orleans Action 6.3.4: Plan a walkover between campus and the UNO Research • provides a redundant and Technology Park. Information Technology (IT) Key-Performance Indicator: Approval of Master Plan by LSU System infrastructure such Champion: Vice Chancellor for Campus Services that mission critical applications are Objective 6.4: Work with supervisory boards and the Division of always accessible Administration and Facility Planning and Control to enhance • provides reliable off-campus network connections and streamline the university’s ability to develop, finance, and • provides university-class computational resources for campus researchers maintain state-of-the-art facilities. • provides wireless access throughout the campus • provides students, staff, and faculty with state-of-the-art technology The University of New Orleans v Strategic Plan 2007–2010 28
  • Communications Objective 7.1: The Strategic Technology Planning and Objective 7.3: STPIG will ensure that the campus computing Implementation Group (STPIG) will ensure university resources meet the needs of the research and creative community. business continuity as indicated via PM-36 compliance. Action 7.3.1: Install Louisiana Optical Network Initiative (LONI) Action 7.1.1: Upgrade the computer room at the UCC to maintain supercomputers while working with LONI Management reliable power and availability of servers. team to ensure continual improvements. Action 7.1.2: Develop and maintain a redundant set of computer Action 7.3.2: Establish a campus management committee to work servers. with the LONI Management Committee (and Action 7.1.3: Reduce downtime due to malicious attacks by Allocation Committee) to determine allocation and increasing physical and logical security to systems. usage of these resources. Action 7.1.4: Ensure continuing access to electronic library collections Action 7.3.3: Establish training for faculty and their research group on and services. use of the supercomputers. Action 7.1.5: Ensure that all other domains on the university network, Action 7.3.4: Involve the Vice Chancellor for Technology and such as those in Computer Science and Business, meet the Economic Development in identifying external guidelines of PM-36. partners for campus researchers that would benefit Action 7.1.6: Include disaster response in all business continuity by access to the LONI supercomputers and network. planning. The IT systems must serve the university community before, during and after hazardous events. Key-Performance Indicator: STPIG survey of campus computing users Champion: STPIG, Chair Key-Performance Indicator: PM-36 Compliance Champions: STPIG, Chair Objective 7.4: The University will provide wireless access to all buildings and common areas by Spring 2008. Objective 7.2: The University will be a vital component of the Action 7.4.1: Have the UCC develop and implement a campus new Louisiana Optical Network Initiative (LONI) network. wireless plan. Action 7.2.1: Complete the transition from current provider Action 7.4.2: Raise the Student Technology Fee and dedicate the (OTM / LaNet) to the new Louisiana Optical additional monies to the campus wireless initiative. Network Initiative (LONI) network by May 2007. Action 7.4.3: Dedicate a portion of the Board of Regents’ monies to Action 7.2.2: Modernize access to the Jefferson Center, Downtown complete the wireless campus in remaining areas. Center, and East Campus. Key-Performance Indicator: Percent of buildings supporting wireless networking Key-Performance Indicators: Main campus and remote campus bandwidth Champion: Assistant Vice Chancellor for University Computing and Communications Champion: Assistant Vice Chancellor for University Computing and The University of New Orleans v Strategic Plan 2007–2010 29
  • Board of Regents, and the Southern Regional and Education Board, Objective 7.5: STPIG will ensure that campus information and for federal reporting to the Integrated Postsecondary Education Data System technology meets the needs of the students, faculty and staff. (or IPEDS) of the National Center for Education Statistics. Action 7.5.1: Conduct yearly technology survey of students, faculty, and staff. Enrollment Action 7.5.2: Meet current needs of technologically-dependent From the initial enrollment in 1958 of approximately 1500 freshmen, univer- academic programs. sity enrollment increased at a steady pace, even continuing to move up during Action 7.5.3: Purchase and install increased disk storage to increase the economically challenging years following the oil bust of the 1980s. In 2001 mailbox size for students, faculty, and staff to 1 Gb. enrollment topped 17,000 for the first time. Enrollment hovered around 17,300 Action 7.5.4: Implement a campus portal/intranet solution based until Hurricane Katrina struck in late August of 2005. Most students dispersed upon Microsoft Sharepoint. and many found that they were unable to return to the city. Currently, enrollment Action 7.5.5: Maintain current versioning of PeopleSoft (Ps). stands at about 11,400 which is near the 1972-73 level. Action 7.5.6: Install Ps Customer Relations Module CRM by August 2007. Enrollments: 2000 - 2007 Action 7.5.7: Install the Ps Grants and Contracts module. 2007 2006 Action 7.5.8: Implement a data warehousing solution using 2005 Post-K OutlookSoft5. 2005 Pre-K Action 7.5.9: Maintain an informative, dynamic, user-friendly web site. 2004 UGRD 2003 GRAD Key-Performance Indicator: STPIG survey of campus computing users 2002 Champion: STPIG, Chair 2001 2000 0 5000 10000 15000 Appendix A. Additional Facts Student Ethnicity and Figures UNO began classes in September, 1958 as the first racially integrated public university in the South. Since that time the university has maintained the most This section presents baseline data relevant to the university’s goals, objectives and diverse student population in the State. The table below provides the ethnicity benchmarks. It includes data that was considered in the development of the stra- of the undergraduate student body since 2000. tegic planning process and will continue to help guide it in the future. Most of the figures were provided by the Office of Data Management, Analysis and Reporting. DMAR is responsible for preparing reports for the LSU System, the Louisiana The University of New Orleans v Strategic Plan 2007–2010 30
  • Year Black Native Asian Hispanic White Not Given year int’l Out-of-State Total enrollment Percent 2006 1888 41 591 682 5358 341 2007 629 703 1332 11363 11.7% 2005 1023 21 241 308 2741 105 2006 604 558 1162 11747 9.9% postK 2005 464 419 883 6684 13.2% 2005 3282 70 727 887 7105 615 postK preK 2005 892 1016 1908 17142 11.1% 2004 3280 57 737 873 7230 718 preK 2003 3196 57 771 867 7314 789 2004 857 968 1825 17350 10.5% 2002 3176 46 748 816 7206 842 2003 873 830 1703 17360 9.8% 2001 2968 64 713 774 7235 879 2002 801 922 1723 17320 9.9% 2000 2719 58 664 735 6985 777 2001 773 886 1659 17014 9.8% 2000 736 841 1577 16218 9.7% Diversity Index Six-Year Graduation Rate and Persistence Rate A commonly used measure of diversity is that adopted by U.S. News and World UNO’s first-time, full-time freshman persistence rate (which measures the Report which combines the total proportion of minority students (not including percentage of new freshmen who continue into their sophomore year) has international students) and the fractional component of each ethnic group. This remained relatively constant between 65% and 69% except for 2006 which measure runs between 0.0 and 1.0, with 1.0 representing a truly diverse campus. had an anomalously high rate of 73% due to effects of the storm. Our persis- Year 2000 2001 2002 2003 2004 2005 2005 2006 2007 tence rate is in-line with the average rate of our SREB and non-SREB peer institu- preK postK tions (69.1%). However, our six-year graduation rate which has remained relatively Diversity 0.52 0.53 0.54 0.54 0.55 0.56 0.53 0.54 0.54 constant at about 24% is far below the average of our peer institutions (39.4%). Six-Year Graduation and Persistence Rates International and Out-of-State Students 90.0 (Undergraduates & Graduates) 80.0 70.0 The following table shows recent enrollment numbers and percentages of 60.0 international and out-of-state graduate and undergraduate students. Historically, 50.0 international and out-of-state students have each accounted for between 4 and 40.0 30.0 PERSIST 5% of the total enrollment. Those percentages have been increasing slightly post- 20.0 6YR Katrina presumably because of increased out-of-state recruiting, larger scholarships, 10.0 0.0 and increasing enrollments in graduate programs. 2000 2001 2002 2003 2004 2005 2005 2006 2007 Pre-K Post-K The University of New Orleans v Strategic Plan 2007–2010 31
  • ACT Composite Scores Classification of Instructional Programs The ACT Composite Score average of freshmen has increased incrementally Classification of Instructional Programs, most commonly called the CIP Code, is over the years. In Fall 2005, the state’s mandated stricter enrollment require- a classification scheme designed by the U.S. Department of Education’s National ments went into effect and the university’s composite score rose above 21. The Center for Education Statistics (NCES) to provide a uniform method for report- most recent ACT state scores were reported in August 2007 by the Louisiana ing and comparing programs nationwide. Although a detailed four-digit number Department of Education in he Graduating Class of 2007: Louisiana ACT Scores for T is assigned when new programs are approved, the more common reference is to Districts and Schools. This publication revealed that the average composite score for the two-digit CIP. According to SREB guidelines, Four-Year 1 category institu- public and nonpublic students in 2007 was 20.1. This was the same as Louisiana’s tions award at least 100 doctoral degrees that are distributed among at least 10 score in 2006. To put this into perspective, the national average ACT composite CIP categories (2-digit classification) with no more than 50 percent in any one score for 2007 was 21.2. In the Southern Regional Education Board (SREB) ACT category. Institutions are approved for changing categories on meeting the new ranking of its sixteen states, Louisiana was 13th, below Georgia and Alabama and criterion for the third consecutive time. UNO is currently rated as a Four-Year 2 just above Florida, South Carolina and Mississippi. Recent UNO scores are found institution and aspires to the Four-Year 1 level. in this table. Semester Fall 2003 Fall 2004 Fall 2005 Fall 2005 Fall 2006 Fall 2007 Doctoral Program CIP Code preK preK Bio-Psychology, Applied 42.99 ACT 20.89 20.91 21.11 22.35 22.14 21.98 Chemistry 40.05 Degrees Awarded Counselor Education 13.11 Since the academic year of 1997-98, the total numbers of degrees awarded by Curriculum and Instruction 13.03 UNO annually (including Graduate Certificates) has exceeded 2,000. Even Developmental Psychology 42.99 though 2005 post-Katrina enrollments dropped, a large number of students Educational Administration 13.04 nearing graduation apparently returned to finish their degrees. Note that the Engineering & Applied Science 14.13 total number of degrees awarded in 2006 exceeded that for 2000 even though the Financial Economics 52.06 enrollment was only 11,747 compared to 16,218. This dramatic increase in percent of degrees awarded should be evident in the graduation rate in the coming Political Science 45.10 years and will have a significant impact on future enrollment trends. Special Education 13.10 year Bachelors master’s doctoral Urban Studies 45.12 2007 1368 649 48 Conservation Biology 26.13 2006 1346 744 51 2005 1675 864 61 2004 1727 867 79 Note that NCES has changed the CIP codes for two of the doctoral programs 2003 1579 827 55 listed above so that they should be reclassified. These two programs are Bio-Psy- 2002 1435 771 72 chology, which should have a CIP code of 30.1001 and Urban Studies, which 2001 1352 798 45 should have a CIP code of 4.0301. 2000 1343 708 63 The University of New Orleans v Strategic Plan 2007–2010 32
  • Number of Full- and Part-Time Faculty Minority Faculty Following a decrease in the number of full- and part-time faculty in 2001, the In addition to having a diverse student body, the university has also maintained number of full-time faculty had gradually been increasing until the storm. In a diverse faculty. The university’s continued commitment to equal opportunity financial exigency following Hurricane Katrina, the number of both full-time and in hiring and in mentoring of young faculty is indicated by the increase in our part-time faculty decreased with a greater change occurring in the number of part- minority faculty percentage, as shown below. time faculty. However, the percent drop in the number of students was greater than the percent drop in the number of faculty, leading to a significant decrease % Minority Faculty in the student/faculty ratio. 20% 18% 16% Full and Part-Time Faculty 14% 2007 12% 2006 10% % Minority 2005 8% 2004 6% Full 4% 2003 Time Part 2% 2002 0% 2001 2000 2001 2002 2003 2004 2005 2006 2007 2000 0 200 400 600 800 1000 Number of Employees In 2007, employment at the university totaled 1,417 (both part-time and full- Student/Faculty Ratio time), including administration, faculty, professionals and paraprofessionals, and Two methods are used for state and federal reporting. One is reported to the LSU technical, clerical, secretarial, skilled crafts and service maintenance personnel. Board of Supervisors and is based on nine credit hours at the graduate level and 12 credit hours at the undergraduate level. The second, called FTE2, is reported to the Louisiana Board of Regents and the Southern Regional Education Board (SREB) and is based on 12 credit hours at the graduate level and 15 credit hours at the undergraduate level. The second method is used below to allow comparisons with our SREB peer institutions. Year 2000 2001 2002 2003 2004 2005 2006 2007 Ratio 19 24 25 25 21 ––– 17 18 The University of New Orleans v Strategic Plan 2007–2010 33
  • Student/Staff Ratio Private Sector Giving Because of the widely differing titles and salaries assigned by our peer institutions, Giving from the private sector reflects cash received during the fiscal year (July the best measure of staff-to-student allocation is the ratio of the full-time equiva- 1 through June 30). The totals also include pledged amounts. They do not lent (FTE) student enrollment to the number of non-instructional full-time em- reflect money given for scholarships nor do they reflect matches from the ployees. The most recent data available relative to SREB Four-year 2 universities Board of Regents. is for 2004-2205. This data is provided below. Fiscal Year Total Giving 2006-2007 $4,529,321 Institution Student/Faculty Staff/Faculty Student/Staff 2005-2006 $2,336,000 Alabama, Huntsville 20.9 3.0 7.1 Florida Atlantic 24.4 2.0 12.0 2004-2005 $3,581,182 Florida International 37.1 2.7 13.9 2003-2004 $5,452,387 University of Central Florida 31.3 2.2 14.0 2002-2003 $5,529,203 Georgia Tech 23.1 4.8 4.8 University of Louisville 19.6 4.8 4.1 Louisiana Lafayette 26.3 2.0 13.0 Research and Indirect Recovery University of New Orleans 24.9 1.9 13.0 The following table shows expenditures and indirect costs recovered for research Maryland, Baltimore County 21.7 2.8 7.9 grants, agreements and contracts. It does not include grants for teaching, public Mississippi State 13.4 3.0 4.5 service and academic support. The indirect cost reflects the amounts recovered University of Mississippi 23.9 2.9 8.3 from appropriate grants, agreements and contracts by year. North Carolina, Greensboro 19.2 2.1 9.3 University of Memphis 24.7 2.6 9.6 Fiscal Year Research Expenditures Indirect Cost / Texas Woman’s University 22.5 1.8 12.6 Recovered Texas at Arlington 28.1 2.3 12.1 Expenditures Texas at Dallas 26.6 2.5 10.5 William and Mary 13.3 2.4 5.5 2006-2007 $18,340,022 $3,415,709 George Mason 22.2 1.8 12.6 2005-2006 $16,564,383 $3,358,785 Old Dominion 25.9 2.1 12.2 2004-2005 $22,140,635 $4,593,509 Virginia Commonwealth 25.8 4.2 6.2 2003-2004 $22,409,339 $4,441,857 Average 23.7 2.7 9.7 2002-2003 $26,388,298 $4,199,872 2001-2002 $22,509,801 $4,275,545 2000-2001 $30,409,406 $4,538,943 The University of New Orleans v Strategic Plan 2007–2010 34
  • Appendix B. Committee Membership Strategic Planning Committee 2006-2007 Scott L. Whittenburg, Chair, Associate Vice Chancellor for Assessment and Institutional Effectiveness Fredrick P. Barton, Provost and Vice Chancellor for Academic and Student Affairs Robert C. Cashner, Vice Chancellor for Research and Dean of the Graduate School Joe M. King, Dean, College of Sciences Russell E. Trahan, Jr., Dean, College of Engineering Dinah M. Payne, Professor of Management H. David Allen, Professor of Sociology Barry LeBlanc, Community Representative Alvin Merlin, Community Representative C. Roger Higgins, Graduate Student, College of Education Georgios E. Mazarakis, President, Student Government Resources: Sharon W. Gruber, Vice Chancellor for University Advancement Norma Grace, Vice Chancellor for Technology and Economic Development Rachel A. Kincaid, Chief of Staff Ronald P. Maggiore, Associate Vice Chancellor for Enrollment Management and Dean of Admissions Mike Rivault, Director of Marketing N. Rebecca Rutter, Special Projects Ex-officio: Timothy P. Ryan, Chancellor The University of New Orleans v Strategic Plan 2007–2010 35
  • Strategic Planning Technology Subcommittees 2006-2007 Scott L. Whittenburg, Strategic Tech. Planning & Implementation Group, Chair Sharon Mader, Dean, Earl K. Long Library Academic Programs Jim E. Burgard, Assistant Vice Chancellor, University Computing Center Fredrick Barton, Provost, Chair Rebecca Drake, Pre-Award Coordinator, Office of Research Susan Krantz, Dean, College of Liberal Arts Georgios E. Mazarakis, President, Student Government Faculty Enhancement Joe M. King, Dean, College of Sciences Dinah M. Payne, Professor, Management, Co-chair James W. Logan, Jr., Dean, College of Business Administration Russell E. Trahan, Jr., Dean, College of Engineering, Co-chair James Meza, Dean, College of Education and Human Development Marilyn L. Hankel, Associate Dean, Earl K. Long Library Russell E. Trahan, Jr., Dean, College of Engineering N. Adlai A. Depano, Associate Professor, Computer Science Carl Drichta, Interim Dean, Metropolitan College William Sharpton, Associate Dean, College of Education Sharon Mader, Dean, Earl K. Long Library Kevin Watson, President, University Senate C. Roger Higgins, Graduate Student, College of Education Mike Rivault, Director, Marketing Lester Perryman, Student Government Students Athletics Ronald P. Maggiore, Associate Vice Chancellor, Chair James W. Miller, Director, Athletic Administration, Chair Mike Rivault, Director, Marketing Dinah M. Payne, Professor, Management, Liaison C. Roger Higgins, Graduate Student, College of Education Sybil Boudreaux, Librarian, Earl K. Long Library Georgios E. Mazarakis, President, Student Government Georgios E. Mazarakis, President, Student Government Kevin Watson, President, University Senate Debra C. Daniel, Instructor, Film, Theatre and Communication Arts Lucile Gallese, Dean, Student Affairs Joanna B. Leake, Professor, English Robert J. Hensley, Jr., Director, Admissions Margaret V. Royerre, Director, Recreation and Intramural Sports Janice Thomas, Director, International Students and Scholars Nikki May, Student, Athletics Mark Kulp, Assistant Professor, Earth and Environmental Science Facilities Norma J. Mattei, Associate Professor, Civil and Environmental Engineering Joel A. Chatelain, Vice Chancellor, Campus Services Rodger W. Griffeth, Professor, Management Norma E. Grace, Vice Chancellor, Technology and Economic Development Louis Jackson, Alumni Representative Ronald P. Maggiore, Associate Vice Chancellor, Enrollment Management Tom Snyder, Alumni Representative H. David Allen, Professor, Sociology Michael Sapera, Chair, Athletics Council Alvin Merlin, Community Representative Lester Perryman, Student Government The University of New Orleans v Strategic Plan 2007–2010 36
  • Community Relations Barry D. LeBlanc, President and CEO, Pamlab LLC, Chair Mike Rivault, Director, Marketing Monique G. Gardner, Director, Alumni Affairs Norma E. Grace, Vice Chancellor, Technology and Economic Development Rachel A. Kincaid, Chief of Staff, Chancellor’s Office Robert W. Brown, Vice Chancellor, Gov. Community and Diversity Affairs Sharon W. Gruber, Vice Chancellor, University Advancement Cherie Maser, Student Government The University of New Orleans v Strategic Plan 2007–2010 37
  • Strategic Planning Resource Pam Vrana-Rault, Director of Student Development Activities Tangeyon Wall, Assistant to the Chancellor, Equal Employment Officer Subcommittees 2006-2007 Lucien Wainie, Director of Leap, College of Engineering Internationalization Task Force Diversity Cabinet Janice Thomas, Director, International Students and Scholars, Chair Robert W. Brown, Vice Chancellor, Gov., Comm. & Diversity Affairs, Chair Mahdi Abdelguerfi, Professor and Chair, Computer Science Samantha Bazile, Assistant Director, Student Development Activities Günter Bischof, Chair, Director of Center Austria Elizabeth Blankenship, Director, Women’s Center Alea Morelock Cot, Director, Division of International Education Polly Burns, Coordinator of Scholarships, Graduate Administration Alim Hannoura, Endowed Professor, Civil Engineering Nora Chapuis, Director, Student Support Services John D. Hazlett, Director, Bachelor of Arts in International Studies Alea Cot, Director, International Education Paul Hensel, Sr., Associate Dean, College of Business Roberto Diaz del Valle, Director, New Student Orientation Robert Hensley, Director, Office of Admissions Chanda Hobson, Student Worker Merrill Johnson, Professor and Associate Dean, College of Liberal Arts Allison Hotard, Coordinator of Special Projects, Alumni Affairs Isabelle Maret, Assistant Professor, Regional and Urban Studies Noriko Ito, Counselor, University Honors Ronald P. Maggiore, Associate Vice Chancellor, Enrollment Management Hui Jiang, Research Analyst, Data Management, Analysis and Reporting Dinah M. Payne, Professor, Management Norman Jones, Assistant Director Finance & Administration, Facility Services Richard Speaker, Associate Professor, Curriculum and Instruction Tamara Kennedy, Analyst, Human Resources Shengru Tu, Professor, Computer Science (represented M. Abdelguerfi) Susan Krantz, Professor and Dean, College of Liberal Arts Georgios E. Mazarakis, President, Student Government Interdisciplinary Studies Earnestine Middleton, Coordinator of Multicultural Recruitment, Admissions Dennis R. McSeveney, Associate Provost, Chair Michael Mizell-Nelson, Assistant Professor, College of Liberal Arts Carl E. Drichta, Interim Dean, Metropolitan College James Mokhiber, Assistant Professor, College of Liberal Arts Steven G. Johnson, Chair, Biological Sciences Naomi Moore, Coordinator, TRAC Merrill Johnson, Professor and Associate Dean, College of Liberal Arts Kristin Murzyn, Graduate Student, Governmental, Community Paul J. Schilling, Associate Professor, Mechanical Engineering and Diversity Affairs Louis Paradise, Professor, Educational Leadership, Counseling & Foundations LaJana Paige, Business Manager, Student Affairs Milton M. Pressley, Professor, Marketing and Logistics Andre Perry, Assistant Professor, Educational Leadership, Counseling and Foundations Johanna Schindler, Director, Public Relations Steven Smith, Assistant Professor, College of Business Administration Janice Thomas, Director, International Students and Scholars The University of New Orleans v Strategic Plan 2007–2010 38
  • Appendix C. Implementation Matrix Objective Action Item Key Performance Indicator Current Value Time Frame Champion 1.1. Academic programs Peer Assessment (US News) 2.2 2010 Provost 1.1.1. Restore faculty lines Student / Faculty Ratio 18:1 2010 Provost 1.1.2. Fund budgets University budget Partially met 2008 VC Financial Services 1.1.3. Review UGRD programs Number Reviewed Met 2017 Provost 1.2. SREB Four-Year 1 SREB Tier SREB 4Y-2 2015 Provost 1.2.1. Correct CIP codes Codes corrected 2 incorrect 2008 Provost/Dean Graduate School 1.2.2. Additional doctoral programs Number of doctoral CIP Codes 7 2015 Provost/ Dean Graduate School 1.2.3. Increase pool of GRD Number of doctoral degrees 48 2015 Provost/ Dean Graduate School 1.2.4. Increase University Fellowships Number of Fellowships 5 2009 Provost/ Dean Graduate School 1.2.5. Return overhead Budget Partially met 2008 VC Research 1.2.6. Start-up for new faculty University budget Partially met 2008 VC Research 1.2.7. Connect IE to plan Unit IE plans Partially met 2008 AVC Institutional Effectiveness 1.2.8. Review doctoral programs Number reviewed Met 2010 Dean Graduate School 1.3. Fund Programs of Distinction Funding for Programs of Distinction Not met yearly Provost / VC Advancement 1.3.1. Engage Alumni/Leaders Meeting minutes Partially met yearly VC University Advancement 1.3.2. Board of Visitors Boards established Not met 2008 Provost 1.3.3. Special events Number of events Not met yearly Dean 1.3.4. Specific initiatives Number of initiatives Not met yearly Dean 1.3.5 Alumni events Number of events Not met yearly Dean 1.3.6. Community programs Number of programs Not met yearly Dean 1.4. Interdisciplinary Studies NSSE INDSTD04 Unknown 2009 Provost 1.4.1. Name change Name of program General Studies 2008 Provost 1.4.2. Restructuring Organizational structure Dean 2008 Provost 1.4.3. Interdisciplinary Studies Committee Committee formed Not met 2008 AVC Academic Affairs 1.4.4. Themes approved Policy established Not met 2008 AVC Academic Affairs 1.4.5. New interdisciplinary programs Policy established Not met 2008 AVC Academic Affairs 1.4.6. BoR approved programs Policy established Met Provost 1.5. International Programs Restructuring, Number of programs Not met 2008 Provost The University of New Orleans v Strategic Plan 2007–2010 1.5.1. Programs in new regions Number of regions Not met 2009 AVC Academic Affairs 1.5.2. Strategic priorities Priorities established Not met 2008 AVC Academic Affairs 1.5.3. International Studies Center Center established Not met 2010 AVC Academic Affairs
  • Objective Action Item Key Performance Indicator Current Value Time Frame Champion 1.6. Honors Number of honors graduates 25 2010 Honors Director 1.6.1. Honors College College established Not met 2010 VC Advancement/Director 1.6.2. Honors residential space Space identified Not met 2010 Honors Director 1.6.3. Honors opportunities for students Number of opportunities Not met 2008 Honors Director 1.6.4. Honors section UNIV Section registration Not met 2009 Honors Director 1.6.5. International honors Number of opportunities Not met 2008 Honors Director 1.6.6. Honors students/faculty mentors Number of mentorships Not met 2008 Honors Director 1.6.7. Special graduation GPA level Policy established Not met 2008 Provost 1.6.8. National Merit Scholars Program Number of National Merit Scholars Not met 2009 Provost 1.7. Organizational Structure 1.7.1. Move Eisenhower Center Organizational Chart Not met 2008 Provost 1.7.2. Move Center Austria Organizational Chart Not met 2008 Provost 1.7.3. Coordination of International Prog. Organizational Chart Not met 2008 Provost 1.8 Athletics Meet all NCAA Division 1 Not met 2010 Athletics Director 2.1. Graduation rate Graduation rate 24% 2010 Provost 2.1.1. Faculty mentoring Policy established Partially met 2008 Provost 2.1.2. On-campus facilities open hours Hours of operation Not met yearly Provost/VC Campus Services 2.1.3. Financing for campus activities Funding level Not met 2010 VC University Advancement 2.1.4. Internal and external communications Policy established Not met 2008 AVC Enrollment Management 2.2. Persistence rate Persistence rate 67% 2010 Task Force Director 2.2.1. Redesigned UNIV 1001 Course syllabus Not met 2009 UNIV Director 2.2.2. ENGL 1157 and 1158 Course enrollment 20/section 2008 Dean COLA 2.2.3. ENGL 1156 tutoring Module and tutoring hours Not met 2009 Writing Center Director 2.2.4. MATH 1115 class size Class size 35/section 2009 Dean COS 2.2.5. MATH review/tutorial Resources established Not met 2008 Freshman Math Coordinator 2.3. Student demographics Diversity Index 0.52 2008 Provost 2.3.1. 8% out-of-state student population Percent of headcount 5% 2010 AVC Enrollment Management 2.3.2. 8% international student population Percent of headcount 5% 2010 AVC Enrollment Management 2.3.3. SREB Fellowship program Program benchmarks Not met 2009 AVC Diversity Affairs 2.3.4. Minority support network NSSE ENVDIVRS Unknown yearly 2.3.5. Diversity website Website/ NSSE GNDIVRS Not met/unknown yearly AVC Diversity Affairs 2.3.6. International student support Support system Not met 2009 AVC Academic Affairs 2.3.7. Student participation Number of students in each program The University of New Orleans v Strategic Plan 2007–2010 Unknown yearly AVC Academic Affairs 2.4. Vibrant student life NSSE ENVEVENT and COCURR01 Unknown yearly Dean of Student Affairs 2.4.1. Funding for Campus Activities Funding Not met 2010 Dean of Student Affairs 2.4.2. On-campus activities NSSE ENVEVENT Unknown yearly Dean of Student Affairs
  • Objective Action Item Key Performance Indicator Current Value Time Frame Champion 2.4.3. Community/Student Life Programs Number of Programs Not met yearly Dean of Student Affairs 2.4.4. Revised class schedule Class schedule 4-day 2009 Provost 2.4.5. Student organizations Number of meetings Not met yearly Dean of Student Affairs 2.4.6. Speaker series NSSE COCURR01 and lectures Unknown/Not met yearly Dean of Student Affairs 2.4.7. Student audio/video website Website established Not met 2009 Dean of Student Affairs 2.4.8. Study of student life operations Study progress Not met 2009 Dean of Student Affairs 2.5. ACT 25 and 15,000 Mean freshman ACT/ Headcount 23 / 11,747 2010 AVC Enrollment Management 2.5.1. Marketing, recruiting, enroll plan Plans released Not met 2008 AVC Enroll Mgmt/ Dir Recruit 2.5.2. Recruiting portfolio Portfolio Not met 2008 AVC Enrollment Management 2.5.3. Fund Recruiting/Marketing University budget Not met 2008 AVC Enrollment Management 2.5.4. Comprehensive communication plan Plan released Not met 2008 AVC Enrollment Management 2.5.5. International recruitment plan Plan released Not met 2008 AVC Enrollment Management 2.6. Athletics academic success NCAA Academic Progress Rate 850-950 yearly Athletics Director 3.1. Recruit successful faculty Promotion/Tenure rate Unknown yearly Provost 3.1.1. Establish recruitment budgets Budget lines established Not met 2008 Provost 3.1.2. Marketing campaign re faculty Campaign developed Not met 2009 Director of Marketing 3.1.3. K-12 educational relationships Number of schools Not met 2009 Provost 3.1.4. New faculty summer support Number of faculty on support Not met 2008 VC Research 3.1.5. In-house grants program Number of faculty on support Not met 2008 VC Research 3.2. Faculty retention Retention rate Unknown 2008 Provost 3.2.1. Campus-wide policies and procedures Policies established Not met 2008 Provost 3.2.2. Faculty reward/compensation policy Policy established Not met 2008 Provost 3.2.3. Faculty development funding Budget lines established Not met 2008 Provost 3.2.4. Collegial relationship opportunities Number of opportunities Unknown 2008 Provost 3.2.5. Faculty retention budget line Budget line established Not met 2008 Provost 3.3. Graduate faculty members Percent full membership of eligible Not met 2010 Provost 3.3.1. Graduate student population Number of graduate students 2500 2010 Dean Graduate School 3.3.2. External funding opportunities Number of proposals submitted Unknown yearly VC Research 3.3.3. In-house grants program Number of faculty on support Not met 2008 VC Research 3.3.4. Translational research Number of licenses Unknown yearly VC Economic Development 3.3.5. Office of Intellectual Prop. Mgmt. Office established Not met 2008 VC Research The University of New Orleans v Strategic Plan 2007–2010 3.3.6. University-Industry links Number of links Unknown yearly VC Economic Development 3.3.7. Entrepreneurial opportunities Number of opportunities Unknown yearly VC Economic Development 3.3.8. CFI-College integration Number of contacts Not met 2008 VC Research
  • Objective Action Item Key Performance Indicator Current Value Time Frame Champion 3.3.9. Patent criteria for graduate faculty Policy established Not met 2008 Dean Graduate School 3.4. Instructional delivery NSSE ENVSUPRT Unknown yearly Provost 3.4.1. Budget instructional supplies Budget lines established Not met 2008 Provost 3.4.2. Budget instructional equipment Budget lines established Not met 2008 Provost 3.4.3. Replacement of faculty computers Policy established Not met 2008 Chair, STPIG 3.4.4. Faculty workload policy Policy established Not met 2008 Provost 3.4.5. Instructional faculty development Number of opportunities Unknown yearly Provost 3.4.6. International opportunities Number of opportunities Unknown yearly AVC Academic Affairs 3.5. Faculty diversity Diversity Index Unknown yearly Provost 3.5.1. Recruit Minority Faculty Number of minority faculty Not met 2008 Provost/AVC Diversity Affairs 3.5.2. Diversity grants Number of awards Not met 2008 AVC Diversity Affairs 3.5.3. Expand Faculty Diversity Orientation Orientation program Partially met 2008 AVC Diversity Affairs 4.1. Staff 4.1.1 Student/Staff Ratio and Salaries Student/Staff Ratio, Salary Comps. 16:1, 60th %tile yearly Director HRM 4.1.2. Staff in key areas Student/Staff Ratio 16:1 yearly Director HRM 4.2. Staff PPR/Evaluation 4.2.1 Various training Percent completed Unknown yearly Director HRM 4.2.2. Track PPR using PeopleSoft PeopleSoft query Not met 2008 PESC 4.2.3. Evaluate PPR-A form Report on PPR-A Not met 2008 Director HRM 4.2.4. PPR Online training PPR Training Modules Not met 2008 Director HRM 4.2.5. Classified raises and evaluations Classified Raise Policy Not met 2009 Director HRM 4.2.6. Non-classified Review Instrument Non-classified Review Form Not met 2009 Director HRM 4.2.7. Non-classified raise and degrees Non-classified Raise Policy Not met 2009 Director HRM 4.2.8. Non-classified raise and evaluations Non-classified Raise Policy Not met 2009 Director HRM 4.2.9. Non-classified Salary Program Non-classified Salary Program Not met 2009 Director HRM 4.3. Faculty/Staff Training Percent Faculty/Staff Trained Unknown 2008 Director HRM 4.3.1.Develop On-line Training Instrument On-line Instrument Not met 2008 Director HRM 4.3.2.Awareness of training classes Training class attendance Unknown 2008 Director HRM 4.3.3. Replacement of staff computers Percent of staff computers replaced Not met yearly Chair, STPIG 4.4. Customer Service Campus Customer Service Rating Unknown yearly Chair, Customer Service TF 4.4.1. Customer Service in IE Plans Institutional Effectiveness Plans Not met 2009 AVC Assessment and IE 4.4.2.Campus-wide Evaluation Instrument Customer Service Evaluation Form Not met 2008 AVC Assessment and IE 4.4.3. Customer Service Training Program Customer Service Training Program Not met 2008 Chair, Customer Service TF 4.4.4. Rewards Program Rewards Program The University of New Orleans v Strategic Plan 2007–2010 Not met 2008 Chair, Customer Service TF 5.1 Community Involvement National recognition/ NSSE GNCOM- unknown yearly Provost MUN 5.1.1. Community service initiatives Number of initiatives Unknown yearly Provost
  • Objective Action Item Key Performance Indicator Current Value Time Frame Champion 5.1.2. Community service programs Number of programs Unknown yearly Provost 5.1.3. UNIV community service Component of UNIV Not met 2008 Director UNIV 5.1.4. Community partnerships Number of partnerships Unknown 2008 Provost 5.1.5. Internships with private partners Number of internships Unknown 2008 Provost 5.1.6. Partner with local schools Number of partnerships Unknown 2008 Provost 5.1.7. Publicly available special classes Number of available class meetings 0 2008 Provost 5.1.8. Engage companies to support research Number of companies Unknown 2008 VC Economic Development 5.1.9. Garner recognition of efforts Number of media events/postings Unknown 2008 VC University Advancement 5.2. Workforce development NSSE INTERN04 and GNWORK Unknown 2008 Dean Metropolitan College 6.1. Appropriate facilities In-house survey Unknown 2008 VC Campus Services 6.1.1. Student Housing Construction completed Not met 2008 VC Campus Services 6.1.2. Rebuild the Cove Construction completed Not met 2010 VC Campus Services 6.1.3. New Fine Arts building Construction completed Not met 2010 VC Campus Services 6.1.4. Redesigned Library first-floor Construction completed Not met 2010 VC Campus Services 6.1.5. Facilities for informal faculty groups Construction completed Not met 2009 VC Campus Services 6.1.6. Redesign Performing Arts Center Construction completed Not met 2010 VC Campus Services 6.1.7. Redesign classrooms for technology Number of classrooms redesigned Unknown 2010 VC Campus Services 6.1.8. Facilities Services Building Construction completed Not met 2010 VC Campus Services 6.1.9. North Central Utilities Plant Construction completed Not met 2010 VC Campus Services 6.1.10. International House Construction completed Not met 2010 VC Campus Services 6.1.11. Athletic facilities Construction completed Not met 2010 VC Campus Services 6.2. Facility maintenance/repair In-house survey Unknown 2008 VC Campus Services 6.2.1. Implement Blue Light/Escort/RAD Programs implemented Not met 2008 AVC Public Safety 6.2.2. Operation Identification / Brochure Program/brochure completed Not met 2008 AVC Public Safety 6.2.3. Emergency notification systems Systems implemented Not met 2008 AVC Public Safety 6.2.4. Building maintenance/repair policy Policy established Not met 2008 VC Campus Services 6.2.5. Campus beautification In-house survey Unknown yearly VC Campus Services 6.2.6. Alternate financing for facilities Amount of external funds raised Unknown yearly VC University Advancement 6.2.7. Relocate Office of Admissions Office move completed Not met 2009 VC Campus Services 6.2.8. Renovate University Center Renovation completed Not met 2010 VC Campus Services 6.2.9. Upgrade and diversify campus dining Number of dining venues 6 2008 VC Campus Services 6.2.10. Plan move of Conference Services Plan completed The University of New Orleans v Strategic Plan 2007–2010 Not met 2008 Provost 6.2.11. Repair/replace facilities equipment Budget allocation Unknown yearly VC Campus Services 6.2.12. Bonds for facilities equipment Bonds let Not met 2009 VC Campus Services 6.3. Campus Master Plan Approval by LSU System Not met yearly Chair, Master Plan Committee
  • Objective Action Item Key Performance Indicator Current Value Time Frame Champion 6.3.1. Relocate Lakeshore Drive entrance Entrance relocated Not met 2009 VC Campus Services 6.3.2. New Student Union/Affinity Housing Construction completed Not met 2015 VC Campus Services 6.3.3. Rebuild married student housing Construction completed Not met 2015 VC Campus Services 6.3.4. Construct walkover to R&T Park Construction completed Not met 2010 VC Campus Services 6.4. Supervisory Boards 6.4.1. Increase upper limit of Act 959 Request approved Not met 2008 VC Campus Services 6.4.2. Increase upper limit on FUMF Request approved Not met 2008 VC Campus Services 6.4.3. Increase upper limit on Major Repair Request approved Not met 2008 VC Campus Services 7.1. Business Continuity PM-36 Compliance Not met 2008 Chair, STPIG 7.2. Louisiana Optical Network 7.2.1. Transition from LaNET to LONI Transition completed Met May, 2007 AVC UCC 7.2.2. Modernize access to remote campus Remote campus bandwidth Not met 2008 AVC UCC 7.3.Adequate research computing In-house survey Unknown yearly Chair, STPIG 7.4. Wireless campus Campus wireless coverage Not met 2008 AVC UCC 7.5. IT meets needs of campus In-house survey Not met yearly Chair, STPIG The University of New Orleans v Strategic Plan 2007–2010