Review/update

What do we have left to do? 

Strategic Priority I - Preparing students for a 21st-century global economy by delivering innovative and relevant academic programs:

1. Greenhouse
2. Getting 100% of programs to do an assessment
3. Getting 100% of gen ed courses to do an assessment
4. Increase diverse experiences on campus & abroad
5. Increase diverse faculty, staff & students
6. Focus on completion programs for students who have some credit, not enrolled
7. Overcome barriers to online courses & programs (e.g., gen ed)
8. Create a culture of assessment
9. Inclusion & diversity in academics
10. More career readiness in KEY
11. More community mentoring in Career Services

Strategic Priority II - Increasing college enrollment and degree attainment in north central Indiana:

1. Enhance grant applications
2. Increase retention to 70%
3. Increase graduation rates to 22% (4-yr.), 45% (6-yr.) by 2020
4. Increasing tutoring, tutor availability
5. Support for international travel
6. Increase # of international students and support (housing, global concerns, programming)
7. Attract higher % of well-prepared students
8. Improve financial wellness support for students
9. Need for more data for evaluating programs, services
10. More full-time faculty (leads to increased retention)
11. Formally establish centers
12. On-campus housing
13. Campus culture to support students
14. More relationships with high school groups
15. Grow intramural sports
16. ESL tutor

Strategic Priority III - Promoting the culture of discovery and creativity among students, faculty, staff and community members:

1. A website that highlights faculty and faculty-student research
2. Involvement in IU Bicentennial
3. Creating a culture of promoting discovery and creativity
4. Increase opportunities for research grant funding
5. Increased collaboration among regional campus – Regional Grand Challenge
6. Course buyout
7. Creative ways to allocate unused faculty research funds 
8. Some programs still need to work on assessment
9. Increase grant applications (internal & external)

Strategic Priority IV - Being a valued regional partner by enhancing relationships with community members and alumni:

1. Encourage academic units to reconsider service requirements for P&T
2. Develop an alumni mentoring program
3. Develop alumni TED-style (TEDx) talks
4. Strategic development of funds for specific student populations (e.g., 21^st Century Scholars)
5. Establish an economic development advisory board
6. Create Saturday school for the community
7. Make campus more welcoming to the community to encourage more community visits/participation in events
8. Summer camps

Strategic Priority V - Supporting the professional growth of faculty and staff:

1. Improved mentoring program for faculty
2. Adjunct support after initial training
3. Adjunct inclusion
4. Nominating faculty & staff for awards
5. Develop criteria for Chancellor’s Professorship
6. Formal advancement opportunities for staff positions
7. Health and wellness clinic
8. Provide more administrative support for CTLA programs
9. Address financial wellness
10. Online course quality assurance
11. More peer review