Strategic Plan
LU Strategic Plan for 2011-12
End-of-Year Report
May 11, 2012
Strategic Direction 1: Students. To offer undergraduate and selected graduate educational experiences of excellence, both curricular and co-curricular, which engage students with faculty and staff to meet their diverse needs (recruitment, retention, financial support, distance education, curriculum, academic excellence, student engagement, communication, and student life).
Strategic Initiative 1: Increase enrollment of on-campus students by a minimum of 2% per year while maintaining or increasing quality standards for entrance such as SAT, ACT, GPA and class rank.
Strategic Action 1: Expand recruiting area into Central Texas (Austin & San Antonio)
Action 1: Admission representatives traveled to Central Texas (which includes Austin and San Antonio) and attended scheduled TACRAO events. Two recruiters traveled to both locations and distributed literature and marketing materials. Approximately two weeks were spent physically recruiting in the Central Texas area. Prospective student information was collected at each event as well as contact information for high school counselors and staff.
Action 2: Follow-up in the area consisted of mail and email correspondence to all prospective students. Correspondence consisted of Lamar Viewbook, Open House invites and information regarding admission status.
Action 3: A Lamar University Admissions representative also conducted a follow-up visit (4 days) to Austin, Texas area schools to visit with students that have expressed interest in Lamar. Visits to the schools consisted of personal visits with students and classroom presentations.
Action 4: The Recruitment Office also assigned an Admission representative to serve the Central Texas area. The individual is still located on campus but the individual will correspond with prospective students from the Central Texas area. The Admission representative is identified on beacardinal.com.
Strategic Action 2: Target high potential students through SAT/ACT scores
Action 1: SAT scores were purchased and results were used to identify high potential students that have submitted contact information.
Action 2: Admission representatives contacted (personal visit, phone call and email) individual students with scores 1100+ (SAT) to discuss opportunities at Lamar.
Action 3: Recommended campus tour to individuals and their families.
Action 4: Identified students who qualified for niche scholarships and forwarded student names to the prospective Dean for further assistance with recruitment. Prospective Deans and/or individuals from the department contacted student to provide detailed information about their specific program.
Action 5: Purchased SAT scores for students that are interested in Engineering. Information was then disseminated to Engineering department.
Strategic Action 3: Revise communication flow & recruiting materials
Action 1: Created a recruitment communication flowchart for high school, middle school, and transfer students.
Action 2: All marketing material will be redesigned every recruitment year.
Action 3: Communication flow will include emails that have current student blogs and profiles.
Action 4: Prospective students will receive via postal mail and email postcards highlighting different areas of Lamar (Academic and Clubs/Organizations).
Action 5: Transfer students will receive information via email regarding Transfer Credit and Admission Standards.
Action 6: Created a checklist that will assist students after they have been accepted. "I'm Accepted Checklist" was designed and printed to mail and distribute to prospective students.
Recommendation of Reporter: Initiative was not complete; needs to be revised and remain on 2012-13 Strategic Plan. Fell short of 2% increase target but such was expected as tuition and admissions requirements were increased. Suggest we proposed targeting a flat enrollment at tuition and admission requirement will continue to increase in the next year.
Strategic Initiative 2: Increase enrollment in distance education by a minimum of 3% per year.
Strategic Action 1: Additional online programs
Strategic Action 2: Increased online offerings
Strategic Action 3: Increased course capacity
Strategic Action 4: Development of minors available online
Strategic Action 5: Continued marketing efforts with Academic Partnerships, 2 year schools for completion degrees and with active military
Recommendation of Reporter: Initiative completed; should be updated and remain on 2012-13 Strategic Plan.
Strategic Initiative 3: Increase pool of Mirabeau Scholarship applicants by a minimum of 10% per year with greater geographical representation. (An ad hoc committee appointed by provost will present specific plan to accomplish this.)
Strategic Action 1: Target high potential students through SAT/ACT scores
Action 1: SAT scores were purchased and results were used to identify high potential students that have submitted contact information.
Action 2: Admissions Representatives contacted (personal visit, phone call and email) individual students with scores 1100+ (SAT) to discuss opportunities at Lamar.
Action 3: Recommended campus tour to individuals and their families.
Action 4: Identified students who qualified for niche scholarships and forwarded student names to the prospective Dean for further assistance with recruitment. Prospective Deans and/or individuals from the department contacted student to provide detailed information about their specific program.
Action 5: Purchased SAT scores for students that are interested in Engineering. Information was then disseminated to Engineering department.
Strategic Action 2: Utilize Admissions Representatives visits to other regions to encourage high potential students to apply for Mirabeau Scholarships
Action 1: Admission representatives identified qualified applicants through Argos reports. Reports were run weekly. Admission representatives made phone calls, sent emails and visited with high school counselors of qualified applicants regarding the Mirabeau Scholarship process. Communication was also made with parents of qualified students.
Action 2: Communicated names and contact information of high potential students to Deans and/or individuals from the department for consideration of Mirabeau Scholarship.
Action 3: If a student was awarded the Mirabeau Scholarship, Admission representatives made contact (telephone, personal visit and email) with recipient and parent to encourage the acceptance of the scholarship.
Action 4: Mailed high potential students personal invitations at Academic Open House. Contacted student via telephone to encourage attendance at Open House.
Strategic Action 3: Communicate names and contact information of high potential students to colleges for early contact
Action 1: Communicated names and contact information of high potential students to Deans and/or individuals from the department for consideration of Mirabeau Scholarship.
Action 2: Admission representative identified high potential students by utilizing Argos reports and purchased SAT scores. Names were then sent to prospective college.
Action 3: Weekly report was created and set up to be automatically emailed to each college.
Recommendation of Reporter: Initiative completed; should be updated and remain on 2012-13 Strategic Plan. The ad hoc committee was never appointed, and perhaps it is not needed since a portion of the SEM team worked effectively on this and accomplished the goals.
Strategic Initiative 4: Develop a Retention Plan to coordinate and assess all LU retention programs and set retention goals by June 2012.
Strategic Action 1: Surveyed campus departments regarding their retention plans that were either in place or in the works (survey completed).
Strategic Action 2: Worked with the Ad Hoc Committee on Student Retention. Began development of a campus retention plan with the move toward centralized advising. Also with the committeeÕs assistance, developed the first-year seminar course (University Success Seminar, LMAR 1101).
Strategic Action 3: Final retention plan is still a work in progress. Once the plan is finalized, there will then be assessments for each component of that plan.
Strategic Action 4: The USS course development is in the final planning stages. The course has been proposed by the appropriate University groups, advertising has begun, and faculty are being identified.
Recommendation of Reporter: Initiative not completed; needs to be revised and remain on 2012-13 Strategic Plan. We will need to finalize the assessment instruments and set specific goals for each component. The final effectiveness will not be available for several years after implementation.
Strategic Initiative 5: Increase 6-year baccalaureate graduation rate by a minimum of 2 percentage points a year.
Strategic Action 1: Assist with implementation of University Success Seminar course.
Action 1: Assisted with the implementation of the University Success Seminar through committee membership, helping develop the syllabus and academic expectations, helping develop marketing materials, and assisting with the communication of the course to university community, parents, prospective and admitted students.
Strategic Action 2: Work with retention committee to create centralized advising center for Freshmen & Sophomores.
Action 1: The University Undergraduate Advising Center will open fall 2012. Through meetings with the retention committee and administration, goals were set, leadership was hired, communication to the university community and affected students was developed, physical location was established with construction underway.
Strategic Action 3: Utilize Degree Audit for students and advisors to assist with keeping students on track for graduation.
Action 1: Programming within Degree Audit continued with two full undergraduate catalog years complete and the beginning of graduate programs begin scribed.
Action 2: Workshops and one-on-one sessions were offered to faculty, staff and advisors in the use of Degree Audit.
Action 3: Information about Degree Audit was sent to students as well as the campus community through campus announcements and the University Press newspaper.
Strategic Action 4: Identify processes which are creating barriers for student success.
Action 1: Some processes were identified within Admissions, Records, Financial Aid and other locations which were revised to assist with better communication and student success. Collaboration with Orientation, Testing and other campus departments continued to break down potential barriers. One barrier identified within short-term loans was not resolved. Identifying barriers is an ongoing process.
Strategic Action 5: Improve customer service culture in student services areas.
Action 1: Cross-training was held for the Strategic Enrollment Management Division with staff members outside of the division invited to participate as well. In total, 91 people attended the cross-training.
Action 2: Individual mentoring is also in place to assist with developing better customer service skills.
Recommendation of Reporter: Initiative is ongoing; continued collaboration with the University Success Seminar, implementation of the University Undergraduate Advising Center, further development of Degree Audit, additional training on customer service, and the continued evaluation of processes should continue for the 2012-13 plan.
Strategic Initiative 6: Use the established governance structure to guide the structure, assessment, and continuous improvement of core curriculum/general education.
Strategic Action 1: Core Curriculum Governance Committee has been established and has met regularly throughout the spring semester. A timeline was established for completion of the redesign of the new core curriculum according to state guidelines. The committee will continue to meet throughout the 2012-13 AY.
Strategic Action 2: The decision was made to use a standardized test and course-embedded assessments for measuring the core curriculum (conducted in alternating years).
Strategic Action 3: A subcommittee was formed to review core assessment plans for 2010 and provide feedback to departmental core course coordinators about quality of plans. Subcommittee met, evaluated 33 course assessment plans and provided feedback to CCGC representatives in the academic areas. CCGC representatives met with the departmental core course coordinators to review plans and make modifications and/or establish new learner outcomes.
Recommendation of Reporter: Initiative ongoing; should remain the same on 2012-13 Strategic Plan.
Strategic Initiative 7: Increase the use of active and collaborative learning strategies in targeted freshman classes by at least 5% by September 1, 2012.
Strategic Action 1: Faculty development workshops, lunch+learns, seminars, podcasts, etc. on the topics of teaching and learning
Action 1: During the 2011-12 Academic Year, the Center for Teaching+Learning Enhancement held 19 workshops, 8 Lunch+Learns, and 9 webinars. All were focused on improving all aspects of teaching and learning.
Action 2: The third cohort of Active and Collaborative Engagement for Students (ACES) Fellows was selected and has been intensely involved in a course redesign program throughout the AY. The total ACES Fellows at LU now total 16 and include the following disciplines: biology, dance, English, political science, and psychology.
Action 3: There have been 426 attendees at all events held by CT+LE this AY including 139 faculty currently teaching a core course and 29 first-time attendees. Any event sponsored, coordinated or hosted by the CT+LE must have as its primary focus enhancement of student learning.
Strategic Action 2: Presentations at departmental faculty meetings promoting active learning
Action 1: The Director of CT+LE has made presentations at three departmental faculty meetings in addition to a number of presentations to the CID and Faculty Senate as well as at the New Faculty Orientation.
Action 2: The CT+LE Director has been deeply involved in three campus-wide initiatives this past AY at the request of the Provost including: enhancement of student retention (leading to the creation of the University Undergraduate Advising Center), creation of the University Success Seminar (LMAR 1101), and the Core Curriculum Redesign and Assessment Committee.
Strategic Action 3: Classroom observations with detailed suggested changes encouraging teaching methods that promote active learning
Action 1: CT+LE has performed 10 classroom observations during AY 2011-12. Each session includes a pre-observation meeting, review of syllabi and other teaching material, review of learning outcomes and formative and summative assessment methods. The post-observation meeting includes evaluation of the classroom experience, a detailed report including transcription (if requested) and evaluative rubrics. Each teacher is also provided with suggested alternatives for learning experiences and the opportunity to have follow-up sessions. Two of the observations this year were follow-ups from last AY.
Action 2: In addition, as new scholarship becomes available that is deemed potentially helpful for the instructors who have utilized this service, the material is sent to the instructors with comments and suggestions for implementation.
Strategic Action 4: Email messages that provide teaching methods that promote active learning
Action 1: Emails are used fairly regularly to update faculty on new scholarship on teaching and learning. In addition, the CT+LE created a QEP Instructional Manual that includes numerous examples of active learning methods.
Action 2: CT+LE has also been donating books to the Mary & John Gray Library that focus on the scholarship of teaching and learning, assessment and pedagogy. The new material is highlighted on the blog and is available on specially marked bookshelves on the 6th floor adjacent to the CT+LE suite.
Strategic Action 5: Updates on the blog and website that provide teaching methods that promote active learning
Action 1: The blog is updated at least twice a week and not only includes links and suggestions for active learning strategies but upcoming conferences focused on enhancement of instruction and student learning.
Action 2: CT+LE website is updated as needed but this is expected to increase with the implementation of the new Content Management System.
Recommendation of Reporter: Initiative not completed; needs to be revised and remain on 2012-13 Strategic Plan. The ACES survey will provide the data needed to indicate if the target has been hit and this initiative has been completed. That data will not arrive until after classes are completed and the Office of Assessment has analyzed it. That is due to occur in June and July 2012.
Strategic Direction 2: Faculty and Staff. To attract, develop, and reward a staff and a faculty of teacher-scholars committee to the mission and values of Lamar University (salaries, benefits, research, service, staffing, professional development).
Strategic Initiative 1: Conduct a feasibility study as a prelude to establishing salaries of classified staff at the 50th percentile or above by job classification as compared to peer institutions by September 1, 2015.
Strategic Action 1: No formal feasibility study has been conducted. The UniversityÕs financial condition prevents us from contemplating the creation of a merit and equity raise pool that would allow us to address this issue in a comprehensive fashion.
Recommendation of Reporter: Initiative not completed; should put on inactive list until conditions improve.
Strategic Direction 3: Diversity. To promote a rich and varied campus culture through diversification of programs, services, and people (curriculum, co-curriculum, staffing, cultural issues).
Strategic Initiative 1: The Division of Student Affairs will establish a Multicultural Student Advisory Council by the end of Fall 2011.
Strategic Action 1: Establish partnership with SGA – October (Completed)
Strategic Action 2: Identify Chair – November 15
Action 1: Currently going through an application process
Action 2: Will begin interviews November 8
Strategic Action 3: Identify members of Advisory Council
Action 1: Formed Council consisting of eight members, two of whom are ex-officio
Recommendation of Reporter: Initiative not completed; needs to be revised and remain on 2012-13 Strategic Plan. As cited above, the Student Government Association is the student organization charged with implementing this initiative. Due to yearly changes in SGA leadership, this initiative will be planned and implemented by the Office of Student Organizations for 2012-13.
Strategic Initiative 2: Student Advising and Retention Service (STARS) will offer diversity awareness workshops to students participating in the WINGS, AAMP and Mi Socio mentoring programs in Fall 2011 and Spring 2012.
Strategic Action 1: The event (in Strategic Initiative 3 below) and the workshop for the Fall were combined. The reason is that the Academic Enhancement Workshop (AEW) calendar was already published for Fall 2011 by the end of summer and the strategic initiatives were not yet in place. There will be an AEW diversity workshop in Spring 2012.
Action 1: STARS mentoring programs presented Multicultural Awareness: "So you're NOT like me?" on November 18, 2011 (1:00-2:30 p.m., Setzer Student Center). Approximate attendance: 15.
Action 2: STARS mentoring programs scheduled workshop: "Multicultural Awareness" on April 23, 2012 (1:00-2:30 p.m., Setzer Student Center). Due to failure to notify students via a campus mail delay, no students attended.
Strategic Action 2: November 18, 2011 workshop: A pre-test and post-test measure of multicultural awareness was given to each participating mentor and mentee, with the goal of a 15% increase in awareness of multicultural issues, customs, and traditions on the post-test.
Action 1: The post-test data revealed that 50% of the participants strongly agreed they are more knowledgeable about different races and ethnicities after attending the workshop.
Action 2: The post-test data revealed that 80% of the participants became more comfortable being friends with students of other races and cultures.
Note: WINGS-mentoring program is open to all students. Target groups: First generation and first-time college students; students in AAMP (African American Male Professional Connections); and students in Mi Socio (new mentoring program that targets Hispanic students). The Academic Enhancement Workshops are open to all students.
Recommendation of Reporter: Initiative completed; should be updated and remain on 2012-13 Strategic Plan. The initiative is a viable and important part of the continued efforts of Lamar University to be a culturally well-rounded University. Modification of the schedule of these events needs to be better coordinated with other divisions within the University community. The workshop content was great. Both were designed to be very interactive and the first one received wonderful reviews. Students were engaged and stated that they did learn. Participation in the second workshop was low, in large part to transitions within STARS and a significant lack of promotion of the event.
Strategic Initiative 3: STARS Mentoring programs will host campus-wide cultural diversity awareness events in Fall 2011 and Spring 2012.
Strategic Initiatives 2 and 3 were combined. See report above.
Strategic Direction 4: Sustainability. To promote sustainability in all aspects of university life.
No current Strategic Initiatives.
Strategic Direction 5: Collegial Environment. To provide an environment which is collegial and which enhances the personal and professional development of students, faculty, and staff (physical plant, space utilization, strategic planning, technology, operational assessment).
Strategic Initiative 1: Increase the number of university programs which show evidence of implementing improvements based on assessment ("closing the loop") by 5% in the 2011-12 year.
Strategic Action 1: There was a 46% increase in new Action Plans proposed between 2009-10 and 2010-11 (149 to 217 plans proposed, respectively). However, the number of Action Plans currently in planning or process is greater than 217 because there are 65 plans from the prior year that have not been completed.
Strategic Action 2: After review of the implementation status of all action plans over the past two years, we identified 252 currently active Action Plans university-wide (as of April 2012).
142 are action plans proposed at the end of 2010-11 (currently in the planning stage)
45 are plans proposed at the end of 2010-11 and already being implemented
65 are active plans from the prior year that are still in process
Recommendation of Reporter: Initiative completed; should be updated and remain on 2012-13 Strategic Plan. Since the status of action plans is in constant flux, we need to give some thought to whether we should track proposed or currently active action plans.
Strategic Initiative 2: Develop a plan to assess and improve quality of customer service provide by LU administrative staff to students and the public by June 1, 2012.
Strategic Action 1: Assessment was informal surveys of current and former students and review of transformation of Higher Education from public good to more of a private good. As more of a private good, education becomes more like a consumer good and the consumers have newly developed customer service expectations. Two steps have been taken:
Action 1: Creation of Strategic Enrollment Management Organization which puts more focus on customer service in those departments.
Action 2: Training and support from Staff Senate leadership.
Recommendation of Reporter: Initiative not completed; should remain the same on 2012-13 Strategic Plan.
Strategic Direction 6: Public Engagement. To build strong relationships with stakeholders through leadership in economic development, outreach, and public engagement with the region, the state, and the nation (economic development, outreach/community service).
Strategic Initiative 1: Develop new initiatives to enhance the university's outreach and community service in economic development by September 1, 2012.
Strategic Action 1: Greater Beaumont Chamber of Commerce Committee for Advancing New Technologies @ Lamar (ANT@LU) meets monthly; has two major activities: (1) One is designed to promote support for developing research and technology at Lamar. There are two meetings each year (one in September and one in March) with Southeast Texas Industry Plant Managers. Meetings are designed as "Breakfast for Champions". A PowerPoint presentation with much greater detail is available. (2) The second activity is to support commercialization of Lamar technologies. An EDA proposal was funded in September 2010 for a University Economic Development Center. Paul Latiolais was hired as the director in December of 2010. Numerous reports are available for this activity.
Strategic Action 2: Industrial Partnership with Lamar College of Engineering: Partnership consists of about 27 industrial companies. The annual membership fee is $1200/company. Ron Peevy is the Director of the partnership. The partnership meets quarterly and offers training workshops and courses for industry engineers. Three or four courses are offered each year. A brochure/manual is available.
Recommendation of Reporter: Initiative continuous; should be updated and remain on 2012-13 Strategic Plan. This is a continuous initiative. The Greater Beaumont Chamber of Commerce Committee for Advancing New Technologies at Lamar (ANT@LU) meets monthly. The objectives remain the same.
Strategic Initiative 2: Develop new initiatives to enhance to university's outreach and community service in cultural and artistic activities by September 1, 2012.
Strategic Action 1: By the end of each Spring semester, a new cultural or artistic event will be scheduled for the next academic year that will engage and strengthen the relationship with the community.
Action 1: For the 2011-12 Academic Year, the Spring Dance concert will be performed at the JRT rather than on campus.
Strategic Action 2: By September 1, 2012, each department within the College of Fine Arts and Communication will have developed a partnership-type relationship with a local, regional or statewide organization that will enhance learning opportunities for our students.
Action 1: For the 2012-13 Academic Year, a collaboration between music, theatre, dance, art and history supporting a performance of "Quilters," a musical depicting the plight of women during the westward expansion of the U.S. This project is partially funded by a grant from the National Endowment for the Arts and will include a display of quilting art in the Dishman, a demonstration/lecture of Òhow toÓ in the development of quilting and historical discussions related to womenÕs role during the 19th century expansion.
Action 2: For the 2012-13 Academic year, La Dolce Vita will be revised and produced again to present the cultural importance of the Dishman Art Museum.
Recommendation of Reporter: Initiative completed; should be updated and remain on 2012-13 Strategic Plan.
Strategic Direction 7: Resources. To expand, enhance, and broaden Lamar University's financial resources in order to enhance programs and services (funding, efficiency).
Strategic Initiative 1: Increase research and sponsored program funding through the Office of Sponsored Programs Administration by 3 percent by September 1, 2012.
Strategic Action 1: The reporting on this initiative is an annual report for the Office of Research and Sponsored Programs Administration. The report is distributed to all Deans, Department Heads, and Administrators.
Strategic Action 2: Increased Pre-Award staffing with the addition of two new Contract and Grant Specialists and enhancement of services offered has been done to increase proposal submissions to help reach this goal.
Strategic Action 3: Increased exposure of our office by meeting with Deans at Department Chair meetings. Staff attended Dean's meetings for Department Heads in all four colleges to inform them of our services and initiatives for them to encourage their faculty to seek external funding for their research.
Strategic Action 4: Produced a quarterly newsletter on SPA activity and information from funding agencies. The first issue of this was distributed to all faculty in April 2012.
Strategic Action 5: Developed a faculty interest database. We are convening a focus group to help develop the best instrument for this purpose. The database will be used to help our office and other professors, both internal and external, find potential collaborators for their research efforts.
Strategic Action 6: Consistent notification of funding opportunities to interested parties. Staff are reviewing several databases daily for funding opportunities and distributing these to parties whom we think would be interested in applying for them along with a statement about the services our office can provide in proposal development.
Strategic Action 7: Changed our internal grant structure to provide more funding as seed money to get projects to proposal stage. This year, competition included new guidelines and opportunities to receive the increased funding.
Recommendation of Reporter: Initiative annual; should be modified by the Director based on consultants' recommendations. Currently the research and sponsored program funding through the Office of Sponsored Programs Administration is at 63% of prior year funding.
Strategic Initiative 2: Appoint a task force to create a plan for improvement of the processes for reconciling contributions through the more effective interface of Finance and Advancement software by May 31, 2012.
Strategic Action 1: A seven-member committee has been formed to come up with a process for reconciling contributions between Finance and Advancement software.
Strategic Action 2: The committee met on November 8, 2011 and agreed on the implementation of the new reconciliation process. University Advancement will provide Finance with gift data from Millennium in electronic format, Finance will reconcile those records against the information in Banner, and they will manually review and correct exceptions between the two University programs. IT has created the secure URL for sending confidential data from University Advancement to Finance.
Strategic Action 3: The first test will be for the September 2011 gifts—files from Advancement were transferred to Finance in mid-November 2011. As of April 27, 2012, Finance has not conducted the reconciliation, but the project is still in the works. Once the initial test is completed, the monthly files for October to present will be moved into the secure site by Advancement.
Strategic Action 4: Once the gift reconciliation process is tested and finalized, the committee will work on the yearly reconciliation process for pledges and on the monthly reconciliation of transactions generated through payroll deduction.
Recommendation of Reporter: Initiative not completed; should remain the same on 2012-13 Strategic Plan.
Strategic Initiative 3: Appoint a task force to create a plan for the design of processes to improve the work, study and learning environments for all members of the university community (including faculty, staff, and students) by May 31, 2012.
Recommendation of Reporter: Initiative 3 should be moved to the holding tank and revisited after the university finalizes and institutes the retention plans which will revamp the programs/services targeting freshman/sophomore? Students, e.g., proposal for a freshman center, the addition of an academic preparation class in the freshman year.
Strategic Initiative 4: Develop and implement a procedure for allocating resources to priority items in the Strategic Plan by September 1, 2012.
Strategic Action 1: The Executive Council decided to allocate some of LU's scarce resources to the creation of the new Division of Strategic Management (Strategic Initiative 2 of Strategic Direction 5), construction of the new University Undergraduate Advisement Center (Strategic Initiative 5 of Strategic Direction 1), development and staffing of the new Freshman Seminar (Strategic Initiatives 4 & 5 of Strategic Direction 1), filling of positions deemed critical to accreditation/student success/new online programs (Strategic Initiative 4 of Strategic Direction 1), expanded Mirabeau Scholarship offers (Strategic Initiative 3 of Strategic Direction 1), filling vacant staff positions deemed critical to student retention and success (Strategic Initiative 5 of Strategic Direction 1), and expanding the number of online programs to scale (Strategic Initiative 5 of Strategic Direction 1), to name a few.
Recommendation of Reporter: Initiative not completed; should remain the same on 2012-13 Strategic Plan.
