Breakout Group Presentations
Group 1 - Programmatic Strategies
Group 1 Programmatic Strategies in PDF form.
Group 1 Membership
Facilitator: Carter Turner
Group Members:
- Angela Joyner
- Barry Miller
- Ken Cox
- Laura Jacobsen
- Brent Harper
- Carter Turner
- Dale Henderson
- Neil Sigmon
- Scott Dunn
- Erin Webster Garrett
- Amanda Phillips
- Donna Alley
- India Martin
- Rachel Mitchell
- Joe Scartelli
Recommendations
List 5-7 strategies for new or expanding programmatic efforts.
- Fast-track programs (4+1, 2+3, weekend programs, condensed sessions)
- Synchronous online classes and programs
- Inter-professional certificates and certifications that respond to specific needs in industry
- Ensuring that all students have opportunities to do internships, volunteer experiences, research, and other experiences beyond the classroom
- More frequent and systematic reviews of industry trends
- Customizable degree programs
- Undergraduate cohorts that take classes and/or do activities together
Strategy 1
Ensuring that all students have opportunities to do internships, volunteer experiences, research and other experiences beyond the classroom.
- Improves students’ career prospects
- Flexibility in how we award credit (“Service Semester” treated similarly to study abroad)
- Flexibility within majors
- Reflects a more holistic view of learning (not just in the classroom)
- Opportunity to have student leaders are already engaged get other students involved
Strategy 2
Fast track programs
- 4+1 and 2+3 programs
- Hybrid programs with weekend or evening class meetings
- Condensed terms
Strategy 3
Customizable degree programs
- Students’ programs can better reflect their specific career goals
- Cohorts – intentionally assign students in cohorts to building community, increase engagement and positively impact retention.
- Challenge: Making sure we working within accreditation standards and maintain academic rigor
Group 2 - Efficiencies
Group 2 Efficiencies in PDF form.
Group 2 Membership
Facilitator: Kim Gainer
Group Members:
- John Leonard
- Michele Jenkins
- Kenna Colley
- Jeff Pittges
- Johnny Moore
- Kim Gainer
- Lisa Onega
- Skip Watts
- Steve Childers
- Kathy Thompson
- Larry Ashby
- Neal Leahy
- Blakey Coughenour
- Nehemiah Bester
- Richard S. Alvarez
Recommendations
List 5-7 strategies for obtaining operational efficiencies.
Problem-Solving and Service-Oriented Culture
- Streamline administrative processes
- Remove barriers to being a service-oriented institution
- Target inter-professional and distance education
Strategy 1
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Streamline administrative processes
- Examine processes from ROI & outcome measures perspective
- Eliminate manual paper processes
- Eliminate information systems redundancy
- Enable information systems interoperability
Strategy 2
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Remove barriers to being a service-oriented institution
- Remove administrative and physical barriers to visiting, applying, and enrolling
- Streamline processes and move forms and records online when possible
- Train experts to handle certain processes
- Hire sufficient support personnel
- Co-locate administrative offices
- ABOVE ALL, develop a culture of administrative flexibility and creativity
Strategy 3
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Target inter-professional and distance education
- Reduce/eliminate redundant course offerings such as separate research methods courses with similar content/skill sets
- Utilize classroom space more efficiently by encouraging usage on Friday and during other underutilized times
- Create in-house online textbooks for both face-to-face and online classes
- Offer incentives to deliver courses online
- Provide technology support beyond the traditional hours
Group 3 - Revenue Generation
Group 3 Revenue Generation in PDF form.
Group 3 Membership
Facilitator: Jim Lollar
Group Members:
- Sandra Bond
- Carl Lefko
- Doug Mitchell
- Jim Lollar
- Nicole Hendrix
- Rhett Herman
- Susan Schoppelrey
- Robert Lineburg
- Anthony Branscome
- Sheri Light
- Kelsey Van Asch
- Nicole Trapeni
- Irvin Clark
- Karen Hill
Recommendations
List 5-7 strategies for increasing University revenue.
- RU Online College (reach non-campus students, revenue sharing)
- Expand Summer Offerings (Classes, K-12, Camps, Dual Enrollment)
- Improve RU Student Policies, Processes (retention)
- Expand Conference Services
- Expand Continuing Education
- Public-Private Partnerships(Hotel-Conference Center, cell phone towers, leasing retail space, signage)
- Marketing RU Services (Expertise, Printing, etc.)
- Differential Tuition/Scholarship (target high achievers, specific groups/needs, President Scholars)
Strategy 1
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Strategy 2
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Strategy 3
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Group 4 - Revenue Generation
Group 4 Revenue Generation in PDF form.
Group 4 Membership
Facilitator: Niels Christensen
Recorder: Glenn Compton
Group Members:
- Glenn Compton
- Niels Christensen
- Margaret Devaney
- Suzanne Ament
- Tal Zarankin
- Tanya Corbin
- Vicki Bierman
- Connie Phillips
- Danny Coalson
- Samuel Shumate
- Kayley King
- Ryan Hadley
- Kitty McCarthy
- Ken Bonk
Recommendations
List 5-7 strategies for increasing University revenue.
- In-state tuition rates for summer semesters
- Foster culture of entrepreneurship by incentivizing amounts in excess of baselines
- Expanding domestically and internationally
- Community Partnership Hub
- Continuing Education – certifications, badges; LifeLong Learning
Strategy 1
Expand population to which we offer in-state tuition rates
- Offer in-state rates to out-of-state students outside traditional semesters
- Promotes brand awareness, retention by providing additional value
Strategy 2
Foster culture of entrepreneurship by incentivizing departments
- Student-run apparel business for alumni and department-specific items to augment bookstore selection
Strategy 3
Domestic and International Expansion
- Leverage Radford University value in marketing to enhance international enrollment
- Offer ESL courses
- Build cultural awareness
- Leverage Radford’s tuition value
- Joint degree programs with international companies
- Off-site hybrid courses
Strategy 4
Centralized hub for building relationships between University and community
- “Sponsor-A-Highlander”
- Community partnerships
- Local vendor advertisement opportunity
- Corporate opportunities
- Similar to kids’ sports league sponsorships
- Augments advancement
- If already exists in some capacity, enhance marketing/program
- Identify evaluation criteria
Strategy 5
Continuing Education
- Certifications
- Badges
- LifeLong Learning - memberships, course fees
Group 5 - Innovation
Group 5 Innovation in PDF form.
Group 5 Membership
Facilitator: Steven Owen
Group Members:
- Cindy Cunningham
- Cory Durand
- Dennis Grady
- Charles Manyara
- Eric Ackerman
- Gary Schirr
- Prahlad Kasturi
- Steve Owen
- Jeanne Mekolichick
- Benny Skeens
- Simon Cook
- Ashley Carroll
- Kevon Dupree
- Chad Reed
Recommendations
List 5-7 strategies in pursuit of institutional innovation.
- Student Centered Academic Plan
- Teaching/Pedagogy/Cognitive Research Center
- Student-unity Focus
- Leader in Interdisciplinary and Collaborative Education
- Internationalization
- Paradigm Shift on How We View Our First Two Years
- Develop Long-Lasting Culture to Develop and Implement and Cognitive Innovation
Strategy 1 - Student Centered Academic Plan
Strategy: Radford University will allow flexibility in adapting to changing needs of the marketplace by permitting a variety of classes, co-curricular experiences, active learning educational strategies for a designer driven degree.
- Opportunities: Marketing potential. Student owning their education plan. Students will be more competitive for the changing needs of the workforce.
- Challenges: SACS, SHEVC, Switching from credit hours vs. competency based, more academic advising
Strategy 2 - Leader in Interdisciplinary and Collaborative Education
Provide more well-rounded students ready to enter the open marketplace by fostering connections between disciplines, in and beyond academia and borders.
- Opportunities: Breakdown barriers between departments. Collaboration with co-op programs, international institutions. Expanding global awareness
- Challenges: Departmental buy-in, administrative/institutional structure. Resource allocation
Strategy 3 - Paradigm Shift on How We View Our First Two Years
Rethinking our competition.
- Opportunities:
- Take advantage of the VCCS 2 years free
- Challenges:
- Regulatory environment,
- Perception of dummying us down
Group 6 - Efficiencies
Group 6 Efficiencies in PDF form.
Group 6 Membership
Facilitator: Jerry Kopf
Recorder: Jack Brockway
Group Members:
- Laura Quesenberry
- Kate Hawkins
- Brad Bizzell
- Jack Brockway
- Jeff Aspelmeier
- Jerry Kopf
- Julie Temple
- Coby Smith
- Danny Kemp
- Jorge Coartney
Recommendations
List 5-7 strategies for obtaining operational efficiencies.
- Streamline the administrative structure & proc
- Improve the quality of service delivery and eliminate redundancy
- Academic Efficiencies
- High-cost activities less-essential priorities
Streamline the administrative structure & processes
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
- Travel Procedures
- Document Management
- Reduce/eliminate paper
- HR – Personnel actions
- Central Administrative Overhead
- Decentralize Budget Management
- Reduce number of approvals for processes
Improve the quality of service delivery and eliminate redundancy
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
- Integrate Advising, Financial Aid, Advising & Registration
- Review Outsourcing Operational Functions (Maintenance, Travel)
Academic Efficiencies
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
- Core Curriculum
- Online Instruction
- Library Resources
- Space Utilization
- Computer Labs
- Classrooms
- Centralized vs Decentralized Academic Programming
High-cost activities less-essential priorities
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
- Division I Athletics
- Climate Action Plan
Group 7 - Innovation
Group 7 Innovation in PDF form.
Group 7 Membership
Facilitator: Holly Cline
Group Members:
- Mike Biscotte
- Steve Helm
- Tammy Wallace
- Corey Cassidy
- Tom Cruise
- Dan Davidson
- Donna Boyd
- Holly Cline
- Katie Hilden
- Robert Duncan
- Nick Thayer
- Ann Brown
- Ed Oakes
- Barbara Porter
Recommendations
List 5-7 strategies in pursuit of institutional innovation.
- Partnerships- 4 levels department based, cross-colleges/departments, with other higher ed institutions, with private partnerships
- Increased Competency based & prior learning credits in order to engage adults and veterans
- Enhance online offerings
- Develop certificate programs (develops life long learners)
- Create a program with already existing faculty, classes, mentors and industry for “careers that do not exist yet” this is a highly competitive program for entry.
Strategy 1
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
- Increase competency-based and prior learning credit in order to engage and support adults and veterans in certificate and degree completion and lifelong learning opportunities.
- Develop tests to equate/demonstrate prior learning with learning objectives established for classes and/or certificates.
- Develop a rubric for comparing/accepting life experiences with learning objectives established for classes and/or certificates.
- Provide a portfolio demonstrating mastery of core competencies, coursework, and/or certificates.
- Challenges:
- Providing adequate support for the needs of the students (social, emotional, educational, financial)
- Availability. These students may not be operating on the same schedules as traditional students.
Strategy 2 - Increase Partnerships and Interdisciplinary Efforts
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
- Opportunities:
- Form partnerships and collaborations with other higher ed institutions (regionally to globally), industries, and public agencies (e.g., internships, scholarships, collaborative programs and degrees, collaborative research and grant activities)
- Encourage, facilitate, and incentivize interdisciplinary programs and activities within the university (e.g, sharing of resources, development of collaborative teaching and research programs which cross traditional boundaries)
- Challenges:
- Perceived ownership and competition over limited resources
- Time, administrative support, and resource limitations
Strategy 3 - Enhance Online Offerings
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
- Identify areas of focus based on statewide and regional employment gaps/needs where Radford University has established expertise.
- Develop Online asynchronous courses that are not based on traditional semesters.
- Leverage Open Educational Resources where possible.
- Create small modules that provide flexible learning paths.
- Opportunity
- Reach more non traditional students (adults and Vets) and accelerated learners.
- Challenges
- Building community among students
- Logistical Challenges & Dedicating the resources to develop quality online courses
Group 8 - Economic Development
Group 8 Economic Development in PDF form.
Group 8 Membership
Facilitator: George Low
Recorder: Brea MacBrien
Group Members:
- James Perkins
- George Low
- Tony Ramsey
- Matthew Turner
- Steve Beach
- Anja Whittington
- Farrell Doss
- Paul Ely
- Shawn Ficadenti
- Joe Carpenter
- Lee Coburn
- Randa McDonald
- Brea MacBrien
- Niki Shepherd
Recommendations
List 5-7 strategies for increasing economic development.
- Establish a coordinated, interdisciplinary council devoted to economic development (Establish a dedicated position)
- Develop overall economic development strategy and plan
- Conduct strengths/asset assessment. How are we already contributing to economic development? What are others doing to promote economic development and how do we partner with them?
- Vertically integrate university and leverage synergies around our unique offering/location, then partner externally. Make Radford a destination location. (i.e., music, outdoor program, tourism, nursing, healthy, lifestyle, business all focused on the unique offerings of this region/outdoors)
- Southwest VA Technology Center and Higher Education Center – Further explore what opportunities/programs/initiatives we can do in these locations that could help them with economic development in a region that potentially has sources of funding (How to attract grant funding?)
- Help increase enrollment with technological offerings (online courses) and partnerships with community colleges.
- Encourage entrepreneurial spirit in people of this region – provide knowledge and skills.
- Space/facilities offerings to external constituents (i.e., studio)
Strategy 1
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Internal Strategies – must be internally organized first to seize opportunities for partnership
- Establish a coordinated, interdisciplinary council devoted to economic development (Establish a dedicated position)
- Develop overall economic development strategy and plan
- Conduct strengths/asset assessment. What is in our toolbox, how are we already contributing to economic development? What are others doing to promote economic development and how do we partner with them?
- In conjunction with strategic plan/informed by strategic plan
- What are our capabilities and better define business rules to provide the services
- How do we incentivize internally to encourage faculty involvement in economic development?
Strategy 2
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Local Community Strategies
- Vertically integrate university and leverage synergies around our unique offering/location, then partner externally. Make Radford a destination location. (i.e., music, outdoor program, tourism, nursing, healthy, lifestyle, business all focused on the unique offerings of this region/outdoors)
- Encourage entrepreneurial spirit in people of this region – provide knowledge and skills.
- Space/facilities offerings to external constituents (i.e., studio)
Strategy 3
Provide additional details on the recommended strategy; including opportunities and/or challenges in achieving the desired outcome.
Broader regional economic development strategies
- Southwest VA Technology Center and Higher Education Center – Further explore what opportunities/programs/initiatives we can do in these locations that could help them with economic development in a region that potentially has sources of funding
- How to attract grant funding?
- Community college partnerships (expanding workforce development)
Group 9 - Revenue Generation
Group 9 Revenue Generation in PDF form.
Group 9 Membership
Facilitator: Michael Long
Group Members:
- Amber Mullen
- Orion Rogers
- Darryl Corey
- Melissa Grim
- Wayne Gallops
- Sharon Roger Hepburn
- Jessica Ireland
- Kay Johnson
- Roann Barris
- Sharon Gilbert
- Michael Long
- Reginald Jeffries
- Melissa Wohlstein
- James Pennix
Recommendations
List 5-7 strategies for increasing University revenue.
- Faculty who can provide services which would generate funds
- K-12 students using our labs
- Charge for performances
- Advancement and Procurement work together at the beginning
- Increase online offerings and adjusting tuition fees
- Recruiting students
- RU West - retirement community, lab school, child care (including summer), hotel
Strategy 1
Recruiting students (i.e. weekend visits, continuing ed, social engagement in community, online)
- Student selection and carefully planned programming
- Liability with minors
- Marketing
- Needing the infrastructure
- Buy-in with community
Strategy 2
Faculty who can provide professional services which would generate funds
- Business infrastructure
- Buy-in from faculty
- Time and travel constraints
- Resources used for purposes other than for classes
Strategy 3
Advancement and Procurement work together at the beginning
- Having the conversation since it’s not happening now
- Any potential for conflict of interest
- Might limit competition for the bids