Spring 2020 and Fall 2020 Update

Strategy 1A: Establish the Center for Highlander Engagement.

Describe progress toward target: Discussion with key internal stakeholders have occurred ensuring the launch of the Center meets the current needs and expectations of recruitment, retention, and a connection between our students and Highlander Pride. The Center will have an advisory board component as well - ensuring we are meeting the expectations of an additional strategy within this goal. The Center will become active in the Spring 2021 semester.

Describe challenges: N/A

Who are you collaborating with?  The planning has engaged the Vice President for Enrollment Management, the Provost/Vice President for Academic Affairs and the Vice President for Student Affairs. Each area will play a critical role in recruitment of students, staff and faculty to serve on the Highlander Advisory Board and as volunteers for the Center.

Does strategy overlap with other goal/strategy? If so, which one? An additional strategy involves the establishment of the Highlander Advisory Board, which will function in tandem with the Center.

Describe next steps: Launch the Center in Spring 2021 with recruitment of faculty, staff, and students being a first critical step

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: A funding request of approximately $10,000 will be made in the FY21-22 budget cycle to provide resources for student stipends and swag to use for campus pop-up events and student social engagement opportunities.

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 1B: Establish a Highlander Advisory Board.

Describe progress toward target: The Highlander Advisory Board will exist within the Center for Highlander Engagement. A group of faculty, staff and students will serve. Their focus is on building community among campus constituents, highlighting Highlander pride and promoting positive activity on a variety of social media platforms.

Describe challenges: N/A

Who are you collaborating with? The planning has engaged the Vice President for Enrollment Management, the Provost/Vice President for Academic Affairs and the Vice President for Student Affairs. Each area will play a critical role in recruitment of students, staff and faculty to serve on the Advisory Board and as volunteers for the Center.

Does strategy overlap with other goal/strategy? If so, which one? An additional strategy for involves the establishment of the Center for Highlander Engagement, which will function in tandem with the Advisory Board.

Describe next steps: The immediate next step is recruiting membership during the Spring 2021 semester.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 1C: Provide training and guidance to current faculty and staff to help them understand, practice and incorporate Highlander identity and values (Responsive, Resilient, Real) into their daily activities.

Describe progress toward target: Following a holistic rebranding, the Radford University Brand Guide was released in July 2020. This was a huge undertaking and major step forward for an immersive and vibrant brand identity. This guide includes many more elements than previous guides to include patterns, textures, work product examples, a variety of fonts (to include a handwritten custom font) and guidance on color palettes. The guide will help our internal constituents with appropriate use of marketing tools and the resources needed to represent the University well. Departmental trainings are ongoing.

Describe challenges: The team is continuing to respond to departmental developed logos, marks and outdated verbiage. We will continue to respond as needed, and scheduled training sessions with departments are ongoing.

Who are you collaborating with? All units across campus

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Next steps include continuing to schedule departmental meetings to help educate the campus community on the brand guide and its importance

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 1D: Promote training and guidance to current students to help them understand, practice and incorporate Highlander identity and values (Responsive, Resilient, Real) into their daily activities.

Describe progress toward target:

• Through the Highlanders Rise story series and video, it was necessary to show the strength of the Highlander spirit during these unprecedented times. A video was produced with a strong message from President Brian O. Hemphill, Ph.D., and a subsequent story series was launched to show how our Radford family was rising to the challenges of the COVID-19 global health pandemic.
• University Relations staff produced a series of “Quest Talk” videos to allow individuals who could not travel to campus to interact with our brand and get to know our campus community. These six videos are conversational, talk show style videos and provided information and a look at what it means to be part of the Radford family.
• Through a “Pop up Pride Event,” University Relations staff distributed “I am a Highlander” t-shirts at two locations on main campus during the Fall 2020 semester. These events were so successful in making the students feel celebrated that subsequent events are planned for the Spring 2021 semester with one on January 19, 2021 at Radford University Carilion (RUC) and one on January 21, 2021 on the main campus.
• The Highlander House at RUC received a new design to the entry doors to continue to transform the RUC experience into one that is cohesively tied to the Highlander identity.
• A Radford University Magazine was produced and published, which proudly celebrated the strength of the Class of 2020 and continued to celebrate the “Highlander’s Rise” concept. The theme was selected to continue to magnify the brand identity of responsive, resilient and real, as well as how that brand has been exemplified during the pandemic.

Describe challenges: A more intensified effort needs to be placed on helping students understand the impact of negativity within social media platforms. The team will focus on initiatives that help educate students through the Center for Highlander Engagement.

Who are you collaborating with? All facets of the campus community play a role in the development on informational videos, the University magazine, etc.

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Next steps include continuing to host pop-up events throughout the semester that are sporadic and provide fun/simple ways for students to feel valued and connected to the Highlander brand. A continued focus on the magazine as an effective tool for displaying our pride and an efficient use of videos for communication of messaging. The Center for Highlander Engagement will explore ways to communicate, educate and promote pride among our students.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 1E: Increase visibility of the Highlander brand identity and values around campus

Describe progress toward target:

• Through a “Pop up Pride Event,” University Relations staff distributed “I am a Highlander” t-shirts at two locations on main campus during the Fall 2020 semester. These events were so successful in making the students feel celebrated that subsequent events are planned for the Spring 2021 semester with one on January 19, 2021 at Radford University Carilion (RUC) and one on January 21, 2021 on the main campus.
• The Highlander House at RUC received a new design to the entry doors to continue to transform the RUC experience into one that is cohesively tied to the Highlander identity.
• A Radford University Magazine was produced and published, which proudly celebrated the strength of the Class of 2020 and continued to celebrate the “Highlander’s Rise” concept. The theme was selected to continue to magnify the brand identity of responsive, resilient and real, as well as how that brand has been exemplified during the pandemic.
• New campus banners/flags were produced and installed in central locations across campus.

Describe challenges: The team is continuing to assist our campus community with using a refreshed Brand Guide in all collateral and communications.

Who are you collaborating with?  All units across campus

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Next steps include continuing to host the events referenced to help build connection to brand and further Highlander pride.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 2A: Identify expanded opportunities for brand communication.

Describe progress toward target:

• A Career Guide was produced in collaboration with the Center for Career and Talent Development to focus on preparation and workforce opportunities. The brochure is very well done and carries the University's brand with distribution among current students, employers and alumni.
• A Radford University Magazine was produced and published, which proudly celebrated the strength of the Class of 2020 and continued to celebrate the “Highlander’s Rise” concept. The theme was selected to continue to magnify the brand identity of responsive, resilient and real, as well as how that brand has been exemplified during the pandemic.
• A contractual agreement was solidified with VisionPoint Marketing to focus on appropriate placement of Radford University and its branding in a variety of outlets (media, print, web, etc.) to assist with reputation enhancement, recruitment and broad exposure.
• New campus banners/flags were produced and installed to reflect current brand identity elements.
  
• A You Visit campus tour was produced and launched.
• The College of Graduate Studies and Research has worked extensively with University Relations to update its website to improve navigation and streamline content. Program admission requirement pages are being streamlined to assist potential applicants in finding information such as programs that are, for example, a) residential vs. online, or b) at specific locations (main campus, RUC, or Higher Education Centers). The College of Graduate Studies and Research is working to assist graduate programs at RUC to aid in marketing and recruitment activities.
• The Davis College of Business and Economics worked with University Relations to develop an organized process to ensure that notable achievements of students, faculty and staff are written and placed on the college-based website. Over the review period, 32 stories featuring the work of Highlanders in the Davis College of Business and Economics have been published.

Describe challenges:

• Managing the variety of investments made to enhance University image and ensuring the return meets the needs of our recruitment efforts and maximizes our resources
• The College of Graduate Studies and Research website is extensive considering that it oversees resources for all graduate programs. Managing such a large website is considerable, and changes in one area sometimes have a ripple effect in other areas of the web site. Maintaining consistency for RUC program websites is more challenging since the College of Graduate Studies and Research does not have access to those program specific sites. With the changeover from Jefferson College of Health Sciences to RUC, building the RUC brand is important.  As such, we have worked with our internal and external marketing partners, University Relations and Access, to help build up that brand, as well as marketing efforts for main campus programs.

Who are you collaborating with? Key partners (Office of the President; Office of Advancement and University Relations; Division of Enrollment Management; Division of Finance and Administration (Facilities); Center for Career and Talent Development; College of Graduate Studies and Research; and Davis College of Business and Economics

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps:

• Next steps include continuing to focus on the maximization of our contractual agreements and ensuring optimal return.
• With VisionPoint as the University’s new marketing partner, the College of Graduate Studies and Research will be creating an ad-on contract to begin work on developing a marketing plan for the graduate programs. Most marketing materials need to be refreshed, and new approaches and venues for marketing need to be explored.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations; Ben Caldwell, Dean of the College of Graduate Studies and Research; and Joy Bhadury, Dean of the Davis College of Business and Economics

Strategy 1A: Consolidate, build and promote a comprehensive economic development, outreach and continuing education office, ACCESS Radford.

Substrategy 1:  Offer competency-based education (CBE) programs to non-traditional adult learners in the Commonwealth of Virginia and beyond to prepare them for employment or advancement in current and future job markets.

Describe progress toward target: The Vinod Chachra IMPACT Lab has partnered with 32 cybersecurity and geospatial intelligence companies and organizations, resulting in 73 adult learners enrolled in these programs.

Describe challenges: Continuing enrollment growth momentum and innovation development

Who are you collaborating with?  Division of Academic Affairs and external partners

Does strategy overlap with other goal/strategy? If so, which one? The Vinod Chachra IMPACT Lab strategies are aligned with Academic Excellence and Research, Goal 3, Strategy A (CBE); Economic Development and Community Partnerships, Goal 1, Strategy A; and Strategic Enrollment Growth, Goal 7, Strategy D (CBE).

Describe next steps: Explore additional high demand program areas to inform future workforce development solutions and develop a comprehensive growth strategy to expand competency-based education offerings and partnerships to serve the Commonwealth and beyond

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Staffing investments

Name of person completing this Strategic Plan Progress Report: Angela M. Joyner, Special Advisor to the President for Partnerships and Chief Innovation Officer

Strategy 1A: Consolidate, build and promote a comprehensive economic development, outreach and continuing education office, ACCESS Radford.

Substrategy 3:  Partner with local and state agencies to harness state and federal funds for economic and workforce development.

Describe progress toward target: The Vinod Chachra IMPACT Lab has established a formal partnership with the West Virginia Department of Education to allow elementary school teachers to renew their teaching license by completing math focused K-12 micro-credentials. The Vinod Chachra IMPACT Lab is also in negotiations with the Virginia Department of Education to determine how we can provide micro-credentials throughout the state at a sustainable and scalable cost. Furthermore, the Vinod Chachra IMPACT Lab is serving local education agencies across twelve states because of the U.S. Department of Education grant initiative.

Describe challenges: Transitioning the business model for K-12 micro-credentials post grant award and continuing enrollment momentum

Who are you collaborating with? Division of Academic Affairs and external partners (e.g. West Virginia Department of Education)

Does strategy overlap with other goal/strategy? If so, which one? The Vinod Chachra IMPACT Lab strategies are aligned with Academic Excellence and Research, Goal 3, Strategy A (CBE); Economic Development and Community Partnerships, Goal 1, Strategy A; and Strategic Enrollment Growth, Goal 7, Strategy D (CBE).

Describe next steps: The Vinod Chachra IMPACT Lab is continuing its ongoing efforts to cultivate partnerships with businesses and organizations, as well as state and local agencies, to provide workforce development solutions.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Staffing investments

Name of person completing this Strategic Plan Progress Report: Angela M. Joyner, Special Advisor to the President for Partnerships and Chief Innovation Officer

Strategy 1A: Consolidate, build and promote a comprehensive economic development, outreach and continuing education office, ACCESS Radford.

Substrategy 4:  Engage the university community in supporting downtown revitalization, business development, workforce development, community support programs and recreation and tourism opportunities.

Describe progress toward target: The Vinod Chachra IMPACT Lab provides competency-based education in cybersecurity, geospatial intelligence and K-12 professional development via a business-to-business model aimed at working adults. Through the cybersecurity and geospatial intelligence programs, the Vinod Chachra IMPACT Lab has partnered with 32 companies and organizations, resulting in 73 adult learners enrolled. Through the Appalachian Support for Specialized Education Training (ASSET) (www.radford.edu/asset), funded through the U.S. Department of Education Supporting Effective Educator Development (SEED) grant program (Award # U423A170051), the Vinod Chachra IMPACT Lab has provided access to online, competency-based professional development to approximately 5,750 teachers and administrators (including re-enrollments) across twelve states (Alabama, Georgia, Kentucky, Maryland, Mississippi, North Carolina, South Carolina, Ohio, Pennsylvania, Tennessee, Virginia and West Virginia).

Describe challenges: Transitioning micro-credentials to sustainable fee-based offering, while maintaining enrollment momentum

Who are you collaborating with? Division of Academic Affairs, Division of Finance and Administration (1 - Budget and Financial Planning and 2 - Information Technology Services) and external partners (e.g. West Virginia Department of Education)

Does strategy overlap with other goal/strategy? If so, which one? This strategy is related to all Economic Development and Community Partnerships strategies. In addition, the Vinod Chachra IMPACT Lab strategies are aligned with Academic Excellence and Research, Goal 1, Strategy C; Academic Excellence and Research, Goal 3, Strategy A (CBE); and Strategic Enrollment Growth, Goal 7, Strategy D (CBE).

Describe next steps: The Vinod Chachra IMPACT Lab is continuing its ongoing efforts to cultivate partnerships with businesses and organizations, as well as state and local agencies, to provide workforce development solutions.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Staffing investments

Name of person completing this Strategic Plan Progress Report: Angela M. Joyner, Special Advisor to the President for Partnerships and Chief Innovation Officer

Strategy 1B:  Establish an Appalachian Community Outreach Institute (centered in Abingdon) to improve the health, vitality and economic sustainability of Southwest Virginia communities, while connecting Radford University with these communities.

Substrategy 1:  In the area of education, foster literacy and adult education programs, competency-based and online program options, interdisciplinary teamteaching and degree and certificate options in a variety of disciplines.

Describe progress toward target: In the Spring of 2020, the Department of Counselor Education launched a new graduate level School Counseling cohort at the Southwest Virginia Higher Education Center in Abingdon, Virginia. At the completion of the program, students will earn a Master of Science in School Counseling and the School Counseling endorsement, which is the credential to practice as a school counselor in Virginia.

Describe challenges: The COVID-19 global pandemic has posed a challenge. Faculty had to rearrange the course sequence and, as a result, they had to delay the first practicum course. Faculty were unable to secure practicum placements because of the mandated closures resulting from the stay-at-home order.

Who are you collaborating with? Commonwealth of Virginia's Tobacco Region Revitalization Commission

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: The University received a $325,000 grant from the Tobacco Commission to support the administrative costs (i.e., personnel, equipment, supplies/materials and contractual services) of implementing this program.

Name of person completing this Strategic Plan Progress Report: Tamara Wallace, Dean of the College of Education and Human Development

Strategy 2A:  Establish and operate a business incubator, Student Venture Lab, to promote new start-ups.

Substrategy 1:  Design the Student Venture Lab to integrate external stakeholders into the university's innovation ecosystem, to serve as a vehicle for student, faculty and stakeholder interaction and to provide a vehicle for economic growth in the region.

This goal and strategy of the strategic plan has been successfully completed.

Describe progress toward target: Faculty in the Davis College of Business and Economics, specifically, Dr. Steve Childers, facilitated the opening and operation of the Venture Lab and led the Venture Lab Steering Committee, while hosting events and tours. The Davis College of Business and Economics Dean, Dr. Joy Bhadury, supported fundraising efforts.

Describe challenges: Keeping the momentum of the Venture Lab going with continued outreach and programming

Who are you collaborating with? Faculty, staff and administrators representatives from across campus, including the Venture Lab Committee

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Currently being operated by the Division of Academic Affairs through High Impact Practices

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Time and effort by Drs. Bhadury and Childers, as well as High Impact Practices

Name of person completing this Strategic Plan Progress Report: Joy Bhadury, Dean of the Davis College of Business and Economics

Strategy 2B:  Develop a Tourism and Special Events Resource Lab to engage students and faculty in collaborative community projects to promote tourism in Radford and the New River Valley.

Substrategy 1:  Facilitate student involvement with Radford City's tourism department by directly channeling students into areas of need for the design, promotion and implementation of special events in the community.

Describe progress toward target: The Department of Foreign Languages and Literatures holds numerous activities per year for the campus and the community, including the Chinese Mid-Autumn Festival, the Chinese New Year Festival and the Hispanic Heritage Month series of events with a film series, numerous cultural events and scholarly presentations. Dr. Brock Cutler in the Department of History provides community service as a participant in the ReNew the River initiative.

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Matthew Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 2B:  Develop a Tourism and Special Events Resource Lab to engage students and faculty in collaborative community projects to promote tourism in Radford and the New River Valley.

Substrategy 1:  Facilitate student involvement with Radford City's tourism department by directly channeling students into areas of need for the design, promotion and implementation of special events in the community.

Describe progress toward target: The College of Visual and Performing Arts continues to provide events and activities to support the City of Radford and the New River Valley for tourism, social and cultural activities.

• The University Performance Series Committee was forced to cancel some special events during this academic year due to coronavirus; however, the committee has already identified events it will bring to campus when conditions allow for large audiences to gather.
• The Department of Dance presented the Fall Dance Festival, Informance Concert, New Student Seminar Concert and the Radford University Ballet Youth Fall Dance Showcase virtually, including both live and pre-recorded performances. These were all presented free of charge to the community. Plans are to continue for the Radford University Ballet Youth program to serve local students ages 3 and up.
• The Department of Design produced a video version of their fashion show.
• The Department of Theatre offered multiple live productions online for audiences to be able to enjoy live theatre.
• The Department of Music offered numerous face-to-face and virtual instrumental and choral events.
• RUAM “Leaves of the Tree” and “More Leaves of the Tree” exhibitions were available in the Covington Center and Tyler Avenue Gallery.

Describe challenges: Marketing events

Who are you collaborating with? Columbia Artists, Opus 3 Artists, CAMI Music, University Performance Series Committee, regional visual artists, School of Communication (College of Humanities and Behavioral Sciences) and College of Visual and Performing Arts donors

Does strategy overlap with other goal/strategy? If so, which one? Academic Excellence and Research, Goal 4, Strategy B

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 1A:  Increase staffing to strengthen and/or grow regional chapters, signature events, collaborative partnerships and personal outreach, create new volunteer program opportunities and enhance data collection from across all campus partners.

This goal and strategy of the strategic plan has been successfully completed.

Describe progress toward target: While we have met the expectations of hiring additional staff and the continued addition of alumni chapters, we remain steadfast in the evaluation of an appropriate organizational chart that maximizes our ability to expand outreach and broaden our constituency base.

Describe challenges: N/A

Who are you collaborating with?  Office of the President and Division of Finance and Administration

Does strategy overlap with other goal/strategy? If so, which one? Philanthropic Giving and Alumni Engagement Goal 2, Strategy A

Describe next steps: Next steps include continuing to ensure that our engagement strategies are effective and optimal. All additional staff continue to meet the expectations of the organization.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: No additional investments were made during 2020, and no additional staffing requests (i.e. expanded or new investments) will be made soon.

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 1B:  Develop parent and family outreach strategies to forge meaningful connections with the university community, while providing opportunities to enhance the overall student experience.

Describe progress toward target:

• Volunteer Summit
• Parent and family information session was hosted.  The session provided an opportunity to determine interest in Parents Council, as well as best ways to communicate and areas of interest for continued engagement.
• Legacy Family Engagement
• Although in-person events were cancelled, virtual communication and continued planning for the upcoming year are in process. Legacy families are engaged in a variety of ways throughout the year.
  
• Campaign
• A sub-committee of the campaign committee discusses parent and family engagement for ways to engage, cultivate and solicit their support.
• Annual Giving
• Parents and families receive tailored solicitations via direct mail and phone center calls.

Describe challenges: Due to the pandemic, a number of events were cancelled and/or modified.

Who are you collaborating with? Division of Enrollment Management and Division of Student Affairs

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Next steps include continuing to focus on experiences for parents and families to help them feel engaged and scheduling a Parents Advisory Council meeting in Spring 2021 in collaboration with the Division of Student Affairs.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 1C:  Educate, engage and excite students about the the importance and impact of supporting the university, while developing a culture of philanthropy.

Describe progress toward target:

• Annual Giving
• TAG DAY - This is a philanthropic educational, but fun competitive event.
• Greek Life Challenge - Student leaders helped plan and host a fundraiser for Greek Life initiatives.
• Senior Giving - Although slightly halted this year due to the pandemic, we engaged students with planning and conducting the Senior Giving effort.
• Telephone Outreach Program - Students were trained to understand the value of giving and its impact.
• Campaign
• Students participated in a sub-committee on the campaign designed to help inform giving strategies and student engagement.
• Stewardship
• Students helped thank our donors virtually through a video that shared the value of donor support and how it impacted their lives

Describe challenges: Engaging students during the COVID-19 global health pandemic presented some challenges for us in 2020. However, no programming was completely cancelled or stalled as we shifted the formats for engagement, timing of appeals, etc.

Who are you collaborating with? Division of Student Affairs

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to engage students in each aspect of our work through development of initiatives that students will respond favorably and maximize opportunities to connect students with donors to truly understand the impact and motivation of charitable support. The team continues to be diligent to ensure that students have a seat at the table in planning.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 1D:  Increase awareness about the value and impact of alumni and donor engagement with faculty, staff, retirees and community to leverage expertise, provide a welcoming campus environment and showcase opportunities for support.

Describe progress toward target:

• COVID-19 Emergency Funds Effort
• Through engagement with faculty, staff, students and community members, we raised over $23,000 for emergency relief funds across all academic affairs and student affairs functions. The effort was in response to requests of our faculty and staff who wanted to be engaged in fundraising in support of our students.
• The HIVE (An online giving platform that reaches a broad audience and promotes a variety of opportunities and campus initiatives to support)
• It allows people to learn more about the impact of giving and how to make a gift online.
• Reunion Giving (An enhanced effort to organize a volunteer committee to engage alumni during Homecoming to support the University).
• It was very successful.
• Highlander Wisdom Series
• Over twenty virtual engagement seminars were hosted and led by alumni and was a major source in engaging a broader base.

Describe challenges: Not being able to meet in-person hinders the ability to forge meaningful relationships. However, we felt that our reach was expanded due to the ability to participate in activities virtually.

Who are you collaborating with? Division of Academic Affairs (all colleges); Division of Student Affairs; and Athletics

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: We will continue to focus on opportunities for people to connect with the University and understand exactly how to make a gift and its impact. We will focus on showcasing the impact of giving in a more direct manner (citing actual dollar amounts that support certain programs, participation rates, etc.).

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 2A:  Increase staffing in the advancement office in order to improve capacity to engage and raise funds.

This goal and strategy of the strategic plan has been successfully completed.

Describe progress toward target: All fundraising positions were established and have been filled

Describe challenges: N/A

Who are you collaborating with? Office of the President and Division of Finance and Administration

Does strategy overlap with other goal/strategy? If so, which one? Philanthropic Giving and Alumni Engagement Goal 1, Strategy A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 2B:  Increase participation in alumni giving through leadership giving, student philanthropy, young alumni giving and affinity-based giving.

Describe progress toward target:

• The Office of Advancement and University Relations is working towards a continued emphasis on growing our alumni participation. The Alumni Association Board of Directors has enhanced its effort to focus on fundraising, engagement and a broader base of volunteer support. Our Annual Giving staff is revamped its efforts to have a more strategic and analytical focus on appropriate mailing segmentation, best practices and appeal types. We transitioned our online giving platform and anticipate a larger response in the coming year. The Annual Giving, Alumni Relations and Major Gifts teams are working more cohesively on strategy development and engagement opportunities with alumni.
• The College of Education and Human Development hosts an annual breakfast during Homecoming for alumni, especially to honor those celebrating their golden reunion. There is a College of Education and Human Development Reunion Planning Committee consisting of alumni, members of the golden class and staff from the Office of Advancement and University Relations, who help the Dean plan the annual breakfast. This group meets throughout the spring and summer to plan the breakfast. In 2020, the reunion planning committee (classes of ’69 and ’70) created an Educators Scholarship, which was fully endowed by the end of the fall term.

Describe challenges: Donor saturation and mindshare is a challenge for all charitable organizations. Ensuring our strategies are appealing, impactful and timed appropriately are key.

Who are you collaborating with?  Office of Advancement and University Relations

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Next steps include a continued focus on best practices with maximization of existing opportunities for engagement and donor education. We will also work to ensure all alumni events are in tune with supporting an increase in the alumni participation rate.  For the College of Education and Human Development, the process of recruiting members of the class of ’71 to serve on the Reunion Planning Committee will begin.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations and Tamara Wallace, Dean of the College of Education and Human Development

Strategy 2C:  Secure at least $15 million annually by 2023 through annual fund, major gifts, planned gifts and corporate/foundation gifts.

Describe progress toward target:

We are focused on a variety of areas to expand fundraising efforts to include the following:

• Increase in dollar value of proposals submitted;
• Engage in individual portfolio reviews and analysis;
• Create and track annual work plans for all gift officers;
• Increase corporate/foundation proposals;
• Maximize volunteer boards/committees for personal giving and referrals; and
• Launch campaign and related preparation.

The Davis College of Business and Economics endowment account grew from to $4.16 million (at the end of the 2018-2019 academic year) to $4.72 million (as of May 2020). Notable gifts include:

• Gift from BB&T to launch the BB&T Leadership Program;
• Gift from Shelor Motor Mile (while a University-wide gift, Davis College students represent a significant proportion of the scholarship awardees);
• Naming gift from Dr. Shalini Perumpral, thereby establishing a scholarship;
• Naming gift from Michael and Gay Donnelly; and
• 214 other individual gifts, totaling $144,525.

Describe challenges: The pandemic hindered our in-person connections and some resist making major gifts during a time of financial uncertainty.

Who are you collaborating with? Entire campus

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Next steps include: utilizing the campaign to help broaden interest and increase support; maximize virtual opportunities to connect with people at a great distance; ensure staff have the resources needed to be successful and are held accountable for expected results; and continue to focus on volunteer referrals for major gift engagement.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations and Joy Bhadury, Dean of the Davis College of Business and Economics

Strategy 3A:  Develop and execute an education plan to inform constituents on the variety of ways to give and how giving and participation impact rankings, showcase needs and highlight success stories.

Describe progress toward target: We are focused on a variety of areas to expand educational efforts.

• Magazine
• This is a major resource for promoting a variety of ways to give and the different types of contributions provided.
• Volunteer Summit
• This provides an opportunity for volunteers to learn about giving, how to give and impact. In February 2020, a session solely focused on philanthropy and University rankings.
• Campaign
• This provides all constituencies with an opportunity to learn, engage and participate in charitable support of the University.
• Website
• This provides a virtual platform for the continuous sharing of University information and news in real time.

Describe challenges: N/A

Who are you collaborating with?  Entire campus

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Next steps include launching the public phase of the campaign with collateral that provides extensive information on areas to support; how it makes a difference; and testimonials for sharing impact. A campaign website will accompany the public launch this spring, which will have robust information regarding giving, donor testimonials, etc.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 3B:  Plan and implement stewardship programs.

Describe progress toward target:

• An Honor Roll of Donors is produced annually to recognize donors in print and web formats. Also, the Foundation Annual Report recognizes individual donors, as well as specific programs and overall impact.  The Partners in Excellence brochure and video were developed and shared in lieu of in-person event.  Also, a society for first-time donors will launch in Spring 2021.
• In this reporting period, the College of Visual and Performing Arts worked with the Office of Advancement and University Relations to create two publications, "Celebrate the Arts" and “Through the Lens" for distribution to select alumni, The College also played a critical role in campaign planning and targeted campaigns.

Describe challenges: Despite pandemic limitations, University officials continue to meet with donors on a regular basis through virtual gatherings or small in-person activities.

Who are you collaborating with?  Office of the President; Office of Advancement and University Relations; and College of Visual and Performing Art

Does strategy overlap with other goal/strategy? If so, which one? All goals and strategies under Philanthropic Giving and Alumni Engagement

Describe next steps: Next steps include launching a new society honoring first-time donors and consecutive donors and increase focus on Legacy of 1910, our planned giving donor society.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations and Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 3C:  Develop relevant materials and events.

Describe progress toward target: We have developed a schedule of events and collateral that supports fundraising cultivation and stewardship. Our Partners in Excellence event, Celebration of Giving, Campaign small groups (private events tailored by donor and prospects), the Volunteer Summit and Homecoming festivities all support our fundraising activities. A Guide to Giving, a Case for Support and a Guide to Planned Giving are in circulation and provide a great deal of collateral support for our team.

Describe challenges: Challenges include continuing to focus on maximization of in-person events; adjusting to COVID-19 protocols; and updating collateral material regularly to ensure vibrancy and relativity.

Who are you collaborating with? Office of the President and Division of Finance and Administration (Facilities)

Does strategy overlap with other goal/strategy? If so, which one? All goals and strategies under Philanthropic Giving and Alumni Engagement

Describe next steps: Next steps include focusing on engagement opportunities, while adhering to COVID-19 guidelines, and executing a successful virtual campaign launch in Spring 2021.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Wendy Lowery, Vice President for Advancement and University Relations

Strategy 1A:  Create a cross-functional Enrollment Data Council to prioritize data needs associated with improved recruitment and retention to be represented by Academic Affairs, Institutional Research, Information Technology, Enrollment Management and Student Affairs. Personnel in the Division of Enrollment Management will assist the Council in the use of predictive analytics and other techniques to meet data needs.

Describe progress toward target:  The Enrollment Data Council was established in Fall of 2017 and held regular meetings through Spring of 2019. During that time, significant progress was made in creating, utilizing and establishing data-informed projects ranging from aid leveraging to student recruitment. These efforts have streamlined the data collection and distribution allowing for a more informed and easily accessible data set available across all divisions.

Describe challenges: N/A

Who are you collaborating with? Division of Academic Affairs; Division of Finance and Administration; and Division of Student Affairs

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps:  The Enrollment Data Council met its goal and is no longer meeting.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Craig Cornell, Vice President for Enrollment Management

Strategy 2A:  Place greater emphasis on recruitment of students from Northern Virginia.

Describe progress toward target: Admissions staff that live in Eastern and Northern Virginia continue to build pipelines with colleges and universities, students and high school guidance counselors. New tools with the implementation of our Slate CRM have allowed for more detailed reports, by counselor, to effectively track student matriculation data points to set-up priority for focused interactions and follow-up. In addition, strong collaboration with University Relations and the implementation of focused communications, a new virtual tour and program-specific outreaches will allow for a more immersive student recruitment experience. This approach will allow us to take Radford more to the students who can or will not visit.

Describe challenges: The combination of COVID-19 and competition continue to be a challenge for student recruitment. Students wanting to stay closer to home in the larger population areas on the east side of the state can influence student college decisions. As we are unable to hold large recruitment activities, most efforts are done virtually, which limits our ability to expose students to Radford.

Who are you collaborating with? Office of Admissions and Office of Advancement and University Relations

Does strategy overlap with other goal/strategy? If so, which one? This strategy ntersects with all Strategic Enrollment Growth strategies.

Describe next steps:  Next steps include continuing to analyze student matriculation metrics and adapt overall strategies as needed.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Craig Cornell, Vice President for Enrollment Management

Strategy 2B:  Increase the visibility of Radford University with in-state freshman students through an enhanced portfolio of traditional, digital, mobile, web, social media and virtual reality marketing tools and resources.

Describe progress toward target:  Significant process has made in this effort over the past year with the following:

• Hiring a new marketing vendor and developing an entirely new marketing campaign with University Relations;
• Implementing a new campus-based tour for Fall 2020 recruits;
• Procuring and implementing Slate CRM, a best in breed communications tool allowing for customized communications for student recruits; and
• Significantly increasing virtual events from Highlander Days, to Quest orientation events, to college-specific open-house events due to COVID-19 concerns.

Describe challenges: Challenges include developing all of our communications and marketing modalities into an effective strategy to move students through to matriculation without overwhelming them with too much unwanted information.

Who are you collaborating with? Office of Admissions; Division of Academic Affairs; Division of Student Affairs; and Office of Advancement and University Relations

Does strategy overlap with other goal/strategy? If so, which one? This strategy ntersects with all Strategic Enrollment Growth strategies.

Describe next steps:  Next steps include continuing to refine and enhance of our marketing plans through effective utilization of our CRM for student recruitment communications and program-specific marketing across all academic areas.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: The newly acquired YouVisit platform was procured in Fall 2020 through one-time monies and will need to be permanently accounted for in the budgetary process.

Name of person completing this Strategic Plan Progress Report: Craig Cornell, Vice President for Enrollment Management

Strategy 3A:  Focus out-of-state recruitment efforts in Maryland, Washington, D.C., West Virginia and North Carolina.

Describe progress toward target:  Continued refinement on outreach activities to select out-of-state markets was met with mixed results for the Fall 2020 class, mostly due to the overall COVID-19 impact on freshman enrollments. Although the overall freshman class saw a loss of new out-of-state student enrollments by 25 students, the out-of-state percentage of the freshman class at 9.7% was one of the highest on record. This shows that the continued refinement of the strategy, additional recruitment efforts, enhanced scholarship leveraging; and enhanced tailored communications have the potential to move numbers closer to the overall growth targets for out-of-state enrollments.

Describe challenges:  COVID-19 has been and will continue to be a significant disrupter in the enrollment field. Research is showing students are wanting to stay closer to home, which runs counter to an out-of-state strategy.

Who are you collaborating with? Office of Admissions; Division of Finance and Administration; and Office of Advancement and University Relations

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continued analysis and refinement of name and list buys, allowing for shifting of markets based on results, will be necessary to continue to be successful with this approach.  Tailored aid strategies, as well as communications and outreach activities, will need to continue to evolve to meet the changing needs of a more distant student recruitment base considering COVID-19 concerns.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  Potential investments of student lead delivery channels will be present over the next few years as traditional name buys from testing agencies will no longer be available in the same volume as over 60% of schools across the nation, including Radford University, will no longer require standardized tests for admissions decisions.

Name of person completing this Strategic Plan Progress Report: Craig Cornell, Vice President for Enrollment Management

Strategy 3B:  Increase the visibility of Radford University with out-of-state freshman students through an enhanced portfolio of traditional, digital, mobile, web, social media and virtual reality marketing tools and resources.

Describe progress toward target:  Continual efforts to increase the visibility of Radford University to broader out-of-state markets continues. This is most clearly represented through re-engineering our application fulfillment efforts this past year by shifting our testing and survey-based name purchases based on past enrollment growth areas in Maryland. In addition, tailored communications, scholarship leveraging and admissions staffing recruitment efforts have been made over the past year to reach, recruit, and enroll this population of students.

Describe challenges:  The COVID impact on enrollment management efforts is causing many shifts in traditional student recruitment opportunities and student choices related to colleges to attend. This immediate impact was felt last year, but the lingering effects of the COVID disruption will be felt for many years and will be particularly challenging for out-of-state enrollments.

Who are you collaborating with? Enrollment Management, University Relations and  Academic Affairs

Does strategy overlap with other goal/strategy? If so, which one?  All enrollment management strategies overlap and intersect with this strategy.

Describe next steps:  Continued analysis and refinement of the overall communications, marketing, recruitment, aid leveraging, and enrollment areas will be necessary to meet the established goal.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  Additional survey and list source names where purchased in Fall 2020, with an out-of-state component. This will need to continue moving forward. Additional outreach and recruitment costs will incur as new approaches and customization for this cohort of students is developed over the next year for everything from marketing costs to recruitment costs.

Name of person completing this Strategic Plan Progress Report:  Craig Cornell, Vice President for Enrollment Management

Strategy 4A:  Enhance recruitment efforts across the Virginia Community College System (VCCS).

Describe progress toward target:   The inaugural cohort of students in the Bridge Program with New River Community College (NRCC) this year of 54 students is a true milestone for both Radford and NRCC that exceeded both campus goals. New leadership has been established in the Office of Undergraduate Admissions with the hiring of a Sr. Director for Undergraduate Transfer Admissions tasked with developing an effective strategy for increasing transfer enrollments.

Describe challenges:  Across the nation, public 2-year institutions have seen a drop of over 10% in enrollments for 2-year public institutions since 2016. In Virginia, this number is greater than 7.5% for 2016-2019. The enrollment effects of COVID have had a significant effect for the VCCS system, with the entire system going to online learning and expected additional enrollment drops over the 2020-21 school year. The inability to meet students on their campus, and their interrupted matriculation through their 2-year program due to moving online, have significantly hampered an already highly competitive market.

Who are you collaborating with?  Enrollment Management; New River Community College; Student Affairs; Academic Affairs; Finance and Administration

Does strategy overlap with other goal/strategy? If so, which one? This intersects with many of the Enrollment Management goals and strategies.

Describe next steps:  Continued development and enhancement of the Bridge Program. Continued VCCS and RU/RUC collaborations and student pathway development. Consideration as to how the REAL program can be best aligned to potential community college students will be necessary in the future also.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  None

Name of person completing this Strategic Plan Progress Report:  Craig Cornell, Vice President for Enrollment Management

Strategy 4A:  Enhance recruitment efforts across the Virginia Community College System (VCCS).  

Describe progress toward target:   The College of Education and Human Development has initiated articulation agreements with several community colleges to establish pipelines into their four-year programs. Currently, the college has articulation agreements with Virginia Western Community College (VWCC), Southwest Community College (SWCC), and Lord Fairfax Community College (LFCC).  Program faculty have also been participating in the Transfer Virginia Initiative.

Describe challenges:  N/A

Who are you collaborating with?  • Colleagues from Virginia Western Community College, Southwest Virginia Community College, and Lord Fairfax Community College and representatives from the Transfer Virginia Initiative.

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps:  Programs will continue to work with the representatives from the Virginia Community College system as well as discipline colleagues across the Commonwealth on the coursework that will be published on the statewide transfer database.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  None

Name of person completing this Strategic Plan Progress Report:  Tamara Wallace, Dean of the College of Education and Human Development

Strategy 4B:  Increase the visibility of Radford University with transfer students through an enhanced portfolio of traditional, digital, mobile, web, social media and virtual reality marketing tools and resources.

Describe progress toward target:   Using SLATE CRM, we have been able to develop transfer student tailored communications throughout the recruitment cycle. We have implemented "Transfer Thursdays" as a regular student virtual recruitment time for events, tailored outreach and presentations.

Describe challenges:  VCCS schools have all been online with campuses closed since the beginning of the COVID pandemic. This has greatly reduced our ability to meet with students, build relations and develop academic pathways as has been the traditional approach. This will continue throughout the Spring semester, and is why we have developed several new outreach, virtual events, and communications to reach and recruit these students.

Who are you collaborating with?  Enrollment Management, University Relations and Finance and Administration.

Does strategy overlap with other goal/strategy? If so, which one?  All enrollment management strategies.

Describe next steps:  Continued enhancement and tailored communications and virtual events are necessary to reach these students. The development of our program-specific marketing and communication tools (including our online tour) will be used to specifically outreach to and target future transfer students.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  None

Name of person completing this Strategic Plan Progress Report:  Craig Cornell, Vice President for Enrollment Management

Strategy 5A:  Partner with Academic Affairs, through the Military Resource Center, and Finance and Administration, through Institutional Research, to identify and implement activities to recruit veterans and active military students.

Describe progress toward target:  Veteran students are tracked through Institutional Research and shared broadly. This data is used to effectively determine the impact of veteran support and recruitment activities to inform decision making and prioritization of activities. Specific recruitment events where held for Veteran Students throughout the last cycle through a virtual veteran recruitment event and published advertisements in veteran publications.

Describe challenges:  None to report currently.

Who are you collaborating with?  Enrollment Management, University Relations and Finance and Administration.

Does strategy overlap with other goal/strategy? If so, which one?  None

Describe next steps:  Continued data analytics as to the efficacy of focused recruitment events for veterans will help inform strategies in effective recruitment.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  None

Name of person completing this Strategic Plan Progress Report:  Craig Cornell, Vice President for Enrollment Management

Strategy 5A:  Partner with Academic Affairs, through the Military Resource Center, and Finance and Administration, through Institutional Research, to identify and implement activities to recruit veterans and active military students.  Submission 2

Describe progress toward target:  Working on the new ROTC agreement with Dean of College of Humanities and Behavioral Sciences

Describe challenges:  N/A

Who are you collaborating with?  N/A

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report:  Kim Dulaney, Executive Director of Strategic Sourcing, Procurement and Contracts

Strategy 5B:  Increase the visibility of Radford University with veteran and active military students through an enhanced portfolio of traditional, digital, mobile, web, social media and virtual reality marketing tools and resources.

Describe progress toward target: For the Fall 2020 recruitment cycle, specific efforts for veteran and active military students where implemented. These included both virtual and print publication recruitment efforts to reach this population directly.

Describe challenges:  There are no challenges to report currently.

Who are you collaborating with? Enrollment Management and University Relations

Does strategy overlap with other goal/strategy? If so, which one?  None

Describe next steps:  Determine the efficacy of efforts and explore new opportunities for Veterans and Active Military students, specifically at the RUC campus with the focus on the medical based programs that tend to be popular by these students.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  None

Name of person completing this Strategic Plan Progress Report:  Craig Cornell, Vice President for Enrollment Management

Strategy 6A:  Establish dual/double degree programs with international universities.

Describe progress toward target:   Despite the challenges represented with the current pandemic, there continues to be explicit interest from international partners to establish collaborations with Radford University. This includes the following potential partnerships being discussed: (1) a DBA in France, (2) a Graduate Music Program in Germany, (3) a Cybersecurity program in several location sponsored by the U.S. Department of State, and an (4) undergraduate programs in Ballet in South Korea and Japan. The last 10 months have also been utilized, although not exclusively, to connecting with current partners to expand opportunities within existing contracts. In addition, a new academic collaboration agreement template was developed and approved by the appropriate stakeholders.

Describe challenges:  The COVID-19 pandemic has made it almost impossible for international students to enter the United States and this time.

Who are you collaborating with?  Enrollment Management and Academic Affairs (McGlothlin Center for Global Education and Engagement and Academic Colleges)

Does strategy overlap with other goal/strategy? If so, which one?  None

Describe next steps:  Radford University will continue to source and locate new partnership interested in dual degree programs as well as other academic collaborations such as 2+2’s and beyond.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Funding for international recruitment efforts was provided by the President‘s Office. Unfortunately, because of the pandemic, funds were not spent as expected.

Name of person completing this Strategic Plan Progress Report:  Ismael Betancourt, Assistant Provost for Global Education and Engagement, and Craig Cornell, Vice President for Enrollment Management.

Strategy 6B:  Launch worldwide, commission-based network of agents.

Describe progress toward target:   Radford University has identified three recruitment agencies (Mexico/Israel, UK and India) to help us recruit international students.

Describe challenges:  The COVID-19 pandemic has made it almost impossible for international students to enter the United States and this time. As such, international enrollment has declined.

Who are you collaborating with?  Enrollment Management, Academic Affairs (McGlothlin Center for Global Education and Engagement and Academic Colleges), and Finance and Administration.

Does strategy overlap with other goal/strategy? If so, which one?  None

Describe next steps:  We will identify an additional 20-30 agencies to help us recruit international students. Preference will be given to AIRC certified agencies.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  Funding for international recruitment efforts was provided by the President‘s Office. Unfortunately, because of the pandemic, funds were not spent as expected.

Name of person completing this Strategic Plan Progress Report: Ismael Betancourt, Assistant Provost for Global Education and Engagement, and Craig Cornell, Vice President for Enrollment Management.

Strategy 6C:  Implement an English language and culture program that will prepare students for Radford University degree programs.

Describe progress toward target: An Intensive English Program (IEP) structure has been developed. This includes the development of the curriculum as well as the proposed budget and fees. The proposed budget and fees have been submitted in September 2020 to the CFO’s office for approval.

Describe challenges:  The COVID-19 pandemic has made it almost impossible for international students to enter the United States and this time.

Who are you collaborating with?  Academic Affairs (McGlothlin Center for Global Education and Engagement and Academic Colleges) and Finance and Administration.

Does strategy overlap with other goal/strategy? If so, which one? None

Describe next steps:  Once approved, we will need to source the teaching staff and begin the recruitment of students.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Funding for international recruitment efforts was provided by the President ‘s Office. Unfortunately, because of the pandemic, funds were not spent as expected.

Name of person completing this Strategic Plan Progress Report:  Ismael Betancourt, Assistant Provost for Global Education and Engagement,  and Craig Cornell, Vice President for Enrollment Management.

Strategy 7A:  Focus recruitment efforts on primary feeder institutions, including current Radford University undergraduates and other public and private colleges and universities in Virginia and surrounding states.

Describe progress toward target: Graduate enrollment met it 3% increase target in fall 2019. However, while undergraduate enrollment declined for fall 2020 due to COVID-19’s impact, graduate enrollment was nearly flat with a slight increase of 13 students over 2019. Graduate College staff attend recruiting events (in person or virtually) at institution or open college fairs regularly in both VA, WV, NC and eastern TN. Graduate College staff members have attended events sponsored by the center for Career and Talent Development and individual departments (i.e. Sociology Career Day) to reach out to current Radford undergraduate about graduate program opportunities. Faculty from individual graduate programs also visit local and regional colleges and universities when invited.

Describe challenges: The Graduate College has only one recruiter to cover all events; some events overlap and with a single recruiter cannot attend all potential recruiting events. COVID-19 eliminated nearly all in-person events severely cutting down on recruiting opportunities during 2020.

Who are you collaborating with?  Center for Career and Talent Development, Sociology Department

Does strategy overlap with other goal/strategy? If so, which one? Strategic Enrollment Growth 7.B,  7.C and 7.D

Describe next steps: Continue working with traditional feeder institutions and build new relationships and partnerships as we have done with Appalachian College of Pharmacy and Hollins University.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Ben Caldwell, Dean of the College of Graduate Studies and Research

Strategy 7A:  Focus recruitment efforts on primary feeder institutions, including current Radford University undergraduates and other public and private colleges and universities in Virginia and surrounding states. Submission 2

Describe progress toward target: Graduate enrollment met its 3% increase target in fall 2019. While undergraduate enrollment declined for Fall 2020, mostly due to the impact of the COVID pandemic, graduate enrollment remained nearly flat in Fall 2020 with a slight increase of 13 students over 2019. During 2020 Graduate College staff continued attend recruiting events, almost entirely virtually, hosted by institutions or open college fairs in VA, WV, NC and eastern TN. Graduate College staff members have attended events sponsored by the Center for Career and Talent Development and individual departments (i.e. Sociology Career Day) focused on re aching out to current Radford undergraduate about graduate program opportunities. Faculty from individual graduate programs also visit local and regional colleges and universities for recruitment.

Describe challenges: Limited personnel and funds – The Graduate College has only one recruiter to cover all events; some events overlap and with a single recruiter we cannot attend all potential recruiting events. COVID-19 eliminated nearly all in-person events severely cutting down on recruiting opportunities during 2020.

Who are you collaborating with?  Center for Career and Talent Development, Sociology Department

Does strategy overlap with other goal/strategy? If so, which one? Strategic Enrollment Growth 7.B,  7.C and 7.D

Describe next steps: Continue working with traditional feeder institutions to build new relationships and partnerships as we have done with Appalachian College of Pharmacy and Hollins University. We will also continue to work with individual departments on campus to raise awareness of Radford students about graduate education opportunities. We have also started hosting virtual open house and information sessions for individual programs.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Ben Caldwell, Dean of the College of Graduate Studies and Research

Strategy 7B:  Increase the visibility of the Radford University College of Graduate Studies and Research with an enhanced portfolio of traditional, digital, mobile, web and social media marketing tools and resources.

Describe progress toward target:  Social Media marketing campaigns via University Relations focusing on RUC Healthcare programs - Healthcare Heroes campaign (TV, and social media) as well as Graduate College marketing. Increased use of social media by Graduate College for advertising virtual events.

Describe challenges:  Limited financial resources within Graduate College budget, roughly $54,000 was spend on marketing graduate programs; but additional funds would help expand our reach; personnel to monitor digital landscape; need to reach into other areas such as LinkedIn and other professionally oriented social media outlets.

Who are you collaborating with? University Relations, Access (marketing firm out of Roanoke) and VisionPoint (Radford University marketing firm).  

Does strategy overlap with other goal/strategy? If so, which one? Brand Identity Goal 2 - To enhance recruitment opportunities we must work increase awareness of graduate program opportunities within the local area, state and the region

Describe next steps:  The Graduate College is working with University Relations to develop a marketing subcontract with VisionPoint to assist with marketing efforts that are graduate program specific and updating marketing strategies.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  $54,000 for marketing services

Name of person completing this Strategic Plan Progress Report:  Ben Caldwell, Dean of the College of Graduate Studies and Research

Strategy 7C:  Improve use of customer relations management system and data analytics to help guide and inform the recruitment process.

Describe progress toward target: The Graduate College utilizes data analytics from social media campaigns to assist in determine effectiveness of campaigns to monitor effectiveness of campaigns and media placement.

Describe challenges:  Limited personnel, and expertise in market analysis; marketing firms provide analytics data but do not always aid on analysis. More training of staff would help in better utilizing data and how to best position advertising within markets.

Who are you collaborating with?  University Relations, VisionPoint (Radford University marketing firm).  

Does strategy overlap with other goal/strategy? If so, which one?  Brand Identity Goal 2

Describe next steps:  Work with University Relation and marketing partner VisionPoint to assist in evaluating market analysis data and analytics data to make best use of advertising funds and marketing placement.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report:  Ben Caldwell, Dean of the College of Graduate Studies and Research

Strategy 7D:  Create and promote new academic program options, such as 2 + 3, 4 + 1, graduate certificates, graduate degrees and competency-based education.

Describe progress toward target:   The rollout of “tri-modal” instructional delivery in the MBA program and Graduate Certificate in Business Analytics was initiated in Fall 2019. Initial feedback from students has been positive. Combined graduate enrollment across the two programs was at 70 in Fall 2020, a substantial improvement from Fall 2018.

• The Accelerated MBA, initiated in 2018-19, has grown to an enrollment of 12 students.
• In Spring 2020, an articulation agreement between Radford University and the Appalachian College of Pharmacy was signed which will allow Doctor of Pharmacy graduates a streamlined process for enrolling in our MBA program.

Describe challenges:  Loss of 11% of full-time faculty at the end of 2019-20 in Davis College.

Who are you collaborating with?  Graduate College

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  Continue recruitment efforts for the "tri-modal" MBA and Graduate Certificate in Business Analytics. Develop and implement an RU-wide internal recruitment plan for Accelerated Master’s Program track. Work with online program management company Academic Partnerships to develop a 100% asynchronous online MBA track to recruit more students

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  $45,000/year in MBA Director stipend, support staff, recruitment expenses.

Name of person completing this Strategic Plan Progress Report: Joy Bhadury Dean of the Davis College of Business and Economics

Strategy 7D:  Create and promote new academic program options, such as 2 + 3, 4 + 1, graduate certificates, graduate degrees and competency-based education. Submission 2

Describe progress toward target:   Graduate faculty in the School of Teacher Education and Leadership (STEL) have been working to establish partnerships with K-12 school divisions across the state to recruit professional educators into their respective graduate degree and certificate programs. As a result of these efforts, an MOU was established between Radford University and Chesterfield County Public Schools (CCPS) to offer CCPS mathematics teachers an opportunity to complete the Post-Baccalaureate Mathematics Education Certificate Program. The Literacy Education program faculty partnered with Roanoke County Public Schools (RCPS) to offer RCPS teachers an opportunity to complete the Master of Science in Literacy Education program.

Describe challenges:  Funding is needed to support tuition costs. Many of our students are completing our programs on a part-time basis and need financial support other than student loans, as they are working full-time and supporting families of their own. Without grant support or support from their employers, many of these students simply cannot afford to pay for a graduate degree.

Who are you collaborating with?  Chesterfield County Public Schools Roanoke County Public Schools

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  STEL graduate faculty will continue to promote graduate degree and certificate programs in Education, Mathematics Education, Special Education, Literacy Education, and Educational Leadership to school divisions across the Commonwealth.

Programs will continue to highlight the discounted tuition rate for professional educators in their promotional materials.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Tamara Wallace, Dean of the College of Education and Human Development

Strategy 7D:  Create and promote new academic program options, such as 2 + 3, 4 + 1, graduate certificates, graduate degrees and competency-based education. Submission 3

Describe progress toward target:   The Vinod Chachra IMPACT Lab has developed and launched an 18-credit hour certificate in cybersecurity, a 14-credit hour certificate in geospatial intelligence, and 15 K-12 professional development micro-credentials. In addition, IMPACT is currently developing a Data Science certificate in coordination with the Commonwealth of Virginia’s Office of Data Governance and Analytics and the Chief Data Officer.

Describe challenges:  Balancing high quality course and program development, integrating the learning science best practices and meeting dynamic market needs.

Who are you collaborating with?  The Vinod Chachra IMPACT Lab is collaborating with Academic Affairs, external vendors (e.g., D2L), and external partners (e.g., Commonwealth of Virginia).

Does strategy overlap with other goal/strategy? If so, which one?  The Vinod Chachra IMPACT Lab strategies are aligned with Academic Excellence and Research, Goal 1, Strategy C; Academic Excellence and Research, Goal 3, Strategy A (CBE); and Economic Development and Community Partnerships, Goal 1, Strategy A.

Describe next steps:  In coordination with external strategic partners, the Vinod Chachra IMPACT Lab is exploring how it can support the university’s mission with additional program development and drive enrollment growth.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  To be determined.

Name of person completing this Strategic Plan Progress Report: Angela Joyner, Special Advisor to the President for Partnerships and Chief Innovation Officer

Strategy 7D:  Create and promote new academic program options, such as 2 + 3, 4 + 1, graduate certificates, graduate degrees and competency-based education. Submission 4

Describe progress toward target:   Several new programs, program options, or partnerships have been initiated. The Ed.D. in Educational Leadership started is first class of students in January 2020 with a full class of 22 new students. A new Master of Science in Athletic Training program was approved by SCHEV in 2020. Its first class of students will start in summer 2021. Radford finalized partnership agreements with Emory & Henry College for three separate programs in 2019 (English, MBA, and Strategic Communication). In February 2020, the MBA program announced a partnership with Appalachian College of Pharmacy in which APC students may enroll in the MBA program while completing the Doctor of Pharmacy degree at APC. A similar agreement is being investigated with Appalachian School of Law. The Graduate College is negotiating new partnership agreements with Hollins University to reserve seats in specific programs for Hollins graduates. A partnership agreement was approved for the Master of Counselor Education program, and agreements are being developed for the Master of Social Work, Master of Occupational Therapy programs. Accelerated tracks are being actively encouraged for programs that are not restricted by external accreditation or other limiting factors.

Describe challenges:  Accelerated students are an underdeveloped source of students that need to be an area of focus, especially since RU undergraduates are the largest single source of students.

Who are you collaborating with?  Appalachian College of Pharmacy, Hollins University

Does strategy overlap with other goal/strategy? If so, which one?  Brand Identity 2.A.; Academic Excellence and Research 2.C.

Describe next steps:  Continue to encourage Radford undergraduates to consider RU graduate programs as post-graduation options. The Graduate College is working with the Center for Career and Talent Development and the Academic Success Center to raise awareness of graduate program opportunities. Continue to pursue collaborations with potential undergraduate partner institutions. The MBA and MSN online programs will be working with Academic Partnerships to recruit and significantly increase enrollment in these online programs. Other online programs, especially at RUC, may be included once these initial efforts have been implemented and processes have been optimized.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Ben Caldwell, Dean of the College of Graduate Studies and Research

Strategy 7D:  Create and promote new academic program options, such as 2 + 3, 4 + 1, graduate certificates, graduate degrees and competency-based education. Submission 5

Describe progress toward target:   The MFA in Design Thinking is a completely online degree program that also offers graduate certificates. In the five years, the MFA in Design Thinking degree program has experienced a 24% increase in student enrollment. The graduate program received an additional Special Purpose faculty line to the program and hired Dr. Bruce Parsons during this reporting period.

Describe challenges:  N/A

Who are you collaborating with?  College of Graduate Studies and Research

Does strategy overlap with other goal/strategy? If so, which one?  Academic Excellence and Research Goal 1 -1C

Describe next steps:  Review the MFA in Studio Art with the intention of transitioning to a fully online degree program.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  MFA in Design Thinking program received special purpose faculty line.

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 7E:  Use high-touch recruiting strategies that involve ongoing, face-to-face interactions with prospective students at all stages of the recruitment process, from early prospect through active enrollment.

Describe progress toward target:  College of Humanities and Behavioral Sciences (CHBS) faculty report 36 counts of participating in admissions events (Open House/ Highlander Days) with individual contact with 257 prospective undergraduate students. An additional 57 contact activities reached another 144 prospective students. CHBS faculty attended 23 graduate events reaching 223 prospective graduate students and engaged in another 124 contact events that reached 223 prospective students.

Describe challenges: N/A

Who are you collaborating with? CHBS worked with Admissions and the Graduate College in these events.

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps:  Given the mediation required by the pandemic, CHBS departments are planning individual programmatic events this spring to connect with prospective students virtually.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Matthew J. Smith, Dean of College of Humanities and Behavioral Sciences

Strategy 7E:  Use high-touch recruiting strategies that involve ongoing, face-to-face interactions with prospective students at all stages of the recruitment process, from early prospect through active enrollment. Submission 2

Describe progress toward target:  The Graduate College uses a variety of recruiting strategies included face to face (Graduate and Career Fairs) and with COVID has included virtual recruiting open houses and information sessions. The CollegeNet and Prospect systems used in Graduate Admissions and Recruiting allows for a communications stream with inquiries and applicants, to keep applicants updated on where their application stands and what materials may still need to be submitted to complete an application. When a prospective student submits inquiries, graduate faculty in programs of interest are contacted immediately and asked to reach out to the prospective student as quickly as possible as we know that direct interaction with program faculty can be one of the most effective recruiting factors.

Describe challenges: COVID-19 eliminated most in-person recruiting events during the spring and fall of 2020. Nearly all recruitment event switched to virtual formats. This reduced the opportunities that face to face event often provide for catch potential students who might not have thought of Radford as a first choice. However, inquiries submitted h have been found to me more serious. Having only one recruiter can be difficult in covering recruiting activities as well as being responsive to inquiries and assisting applicants through the application process. the Graduate College has included a second recruiter and communications specialist in its 6-year budget development plan. A second recruiter could help in covering overlapping events as well as covering in house while the other recruiter is off campus. This person would also develop communication plans with Prospect for each program to provide a more comprehensive flow of information to prospective students.

Who are you collaborating with? Collaboration with academic departments and graduate program directors and graduate faculty are essential to the recruiting process.

Does strategy overlap with other goal/strategy? If so, which one? Strategic Enrollment Growth 7.A-D.

Describe next steps:  The Graduate College will continue to participate in virtual recruiting events and will continue offering virtual events even when conditions will allow in-person recruiting events. Virtual recruiting events may increase our exposure to students at greater distance or under circumstances that prevent them from visiting our campuses.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Ben Caldwell, Dean of the College of Graduate Studies and Research

Strategy 7E:  Use high-touch recruiting strategies that involve ongoing, face-to-face interactions with prospective students at all stages of the recruitment process, from early prospect through active enrollment. Submission 3

Describe progress toward target:  The Graduate College uses a variety of recruiting strategies included face to face (Graduate and Career Fairs) as well as virtual recruiting open houses and information session. The CollegeNet and Prospect systems used in Graduate Admissions and Recruiting allows for a communications stream with inquiries and applicants, to keep them updated on where their application stands and what materials may still need to be submitted to complete an application.

Describe challenges: COVID-19 eliminated most in person recruiting event during the spring and fall of 2020. Nearly all recruitment event switched to virtual formats. This reduced the opportunities that face to face event often provide for catch potential students who might not have thought of Radford as a first choice. However, inquiries have been more serious. Having only one recruiter can be difficult in covering recruiting activities as well as being responsive to inquiries and assisting applicants through the application process. the Graduate College has included a second recruiter and communications specialist in its 6-year budget development plan. A second recruiter could help in covering overlapping events as well as covering in house while the other recruiter is off campus. This person would also develop communication plans with Prospect for each program to provide a more comprehensive flow of information to prospective students.

Who are you collaborating with? Academic departments and graduate faculty

Does strategy overlap with other goal/strategy? If so, which one? Strategic Enrollment and Growth Goals 7.A-D

Describe next steps:  The Graduate College will continue to participate in virtual recruiting events as necessary and will continuing offering virtual events even when conditions will allow in-person recruiting events. Virtual recruiting events may increase our exposure to students at greater distance or under circumstances that prevent them from visiting our campuses.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: A new recruitment and communication specialist position.

Name of person completing this Strategic Plan Progress Report: Ben Caldwell, Dean of the College of Graduate Studies and Research

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 1

Describe progress toward target: The REALISE Inclusiveness Excellence program provides training and leadership opportunities for undergraduates called REALISE Students to contribute to the academic and social success of their peers. The Artis College has also invested funds to partner with Mentor Collective to establish the Artis Mentor Collective program for new freshmen and transfer students who are mentees to be mentored by upper-level Artis College majors called mentors. The interactions of mentors and mentees are through text messaging, and mentors receive training from Mentor Collective. During Fall 2020, 117 mentees and 47 upper-class mentors communicated through 645 conversations and 2452 text messages.

Describe challenges:  All new freshmen and transfer students don't take advantage of the opportunity to be mentees, and all the upper-level students who express interest in being a mentor do not complete the training.

Who are you collaborating with?  The REALISE Students are possible through a collaboration with the Howard Hughes Medical Institute and the Artis Mentor Collective program is through a collaboration with Mentor Collective.

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  The REALISE Students will continue to contribute to the REALISE program by providing academic and social support to Artis College majors. The Artis Mentor Collective Program will continue to recruit new mentees and mentors to build on the success of the first semester in Fall 2020.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  The REALISE Students are funded through the HHMI REALISE Inclusive Excellence grant, and 2020-21 is year four of a five-year grant. The Artis Mentor Collective is in year one of a three-year contract.

Name of person completing this Strategic Plan Progress Report: Orion Rogers, Dean of the Artis College of Science and Technology

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success.  Submission 2

Describe progress toward target: A group of dedicated Political Science program alumni developed a Facebook group titled, “Radford University Political Science Students and Alumni Network.” The group has been active in building opportunities to offer programming and mentoring for current students. Group members also contributed videos about their experiences with the Political Science program, which were edited by University Relations into a recruiting video for studying Political Science at Radford University. Pre-Law programming coordinated by the University’s Pre-Law Advisor, Dr. Allyson Yankle, also provides numerous opportunities to students preparing for law school, including programming, pre-law advising, assistance with LSAT preparation, and more. This serves to promote recruiting students to Radford University and helping them to successfully pursue their goals while they are here.

Describe challenges:  N/A

Who are you collaborating with?  N/A

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Matthew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 3

Describe progress toward target: Significant efforts have been made over the past year to fully align recruitment and retention efforts. The development and launch of the Highlander Distinction program provided for the first time a fully data-driven student merit award component to students, resulting in improved student academic quality metrics in the freshman class. In addition, the development of the Academic Success Center, which brings together the Student Success office from Student Affairs, the New Student and Family Program Office from Enrollment Management and the academic advising staff from the colleges in Academic Affairs has created a one-stop opportunity for new student engagement and support for current and future years. Significant progress in student retention metrics was also observed this past year with an increase of 3.4% to a total of 74.7% for freshman to sophomore retention in Fall 2020. This is the highest rate for new student retention in the past three years.

Describe challenges:  The effects of COVID on student populations, ranging from family affordability to student adjustments to online learning and a changed college environment are unknown factors on student success.

Who are you collaborating with?  Academic Affairs, Enrollment Management, Information Technology, and Student Affairs

Does strategy overlap with other goal/strategy? If so, which one?  Aspects of this strategy overlap with Student Success activities, but in general provide support to those activities.

Describe next steps:  Next steps include continued development, enhancement and implementation of the Student Success Center, and the effective use of data analytics, student success tools and curricular changes with Quest, UNIV 100 and UNIV 150 are all being coordinated to assure continued student success growth.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Susan Trageser, Vice President for Student Affairs and Craig Cornell, Vice President for Enrollment Management

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 4

Describe progress toward target: Citizen Leader retention rate meets or exceeds campus wide retention rate

Describe challenges:  Ensuring students are motivated to complete requirements of the program. Communicating with students the important information to succeed in the program. Ensuring students know their status in the program.

Who are you collaborating with?  Admissions, Advising Center for Major Exploration, New Student and Family Programs, Academic Affairs and Student Success

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  Continue to have a presence at all events: QUEST, Club Fair, Open Houses, First-Year Success, Major/Minors Fair

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  Ranking events by levels (I, II, III) to better leverage human resources.

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick,  Associate Provost for Academic Programs

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 5

Describe progress toward target: Students participating in Learning Communities continue to exceed institutional retention rates and average GPA (student success). Retention data from 2019 indicates good news again this year, with our LC initiative retaining students at a higher rate (84.7%) than our non-LC students (72.6%) and yielding higher GPAs 3.27 vs. 2.92.

Describe challenges:  The ongoing pandemic depressed student participation in learning communities. Physical distancing requirements limited ability to engage in all desired programming.

Who are you collaborating with?  Housing and Residential Life, Academic Programs, Admissions, Registrar's Office, New Student and Family Programs, Faculty, Office of Institutional Equity and Quality Improvement, Advising

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  Continue the implementation of assessment to strengthen the programming; work closely with Admissions to recruit in the COVID-19 era; continue alignment and collaboration across faculty and residential life staff.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  Consistent level fiscal and human resources allocated.

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick,  Associate Provost for Academic Programs and Anthony White, Director of Housing and Residential Life

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 6

Describe progress toward target: Collaboration between Radford University Carilion (RUC) Academic Support Services and McGlothlin Center for Global Education and Engagement, English Language Learning (ELL) to develop best practices for RUC writing support for English language learners. Materials developed and shared.

Describe challenges:  Awareness of ELL support services among faculty and students at RUC.

Who are you collaborating with?  Academic Support Services at RUC, RUC Department of English; McGlothlin Center for Global Education and Engagement; RUC Information Technology Services

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  Develop communication pathways with RUC faculty and students to increase awareness of support. Continue to develop ELL resources.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick,  Associate Provost for Academic Programs

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 7

Describe progress toward target: The Harvey Knowledge Center has partnered with New Student and Family Programs to offer a customized and ad-hoc style support for University 150 courses. Following evaluation of the uneven effectiveness of planned workshops on students within various performance groups and upon re-evaluation of the budget and labor hours necessary for the previous intensive workshop schedule, the Harvey Knowledge Center now hosts a hybrid support: In Spring 2020, the HKC reach 52 students on academic probation through these workshops.

Describe challenges:  The transition to distance learning that took place in the middle of the spring 2020 semester, resulted in several workshops being cancelled, as the faculty had to readjust plans or redesign their courses.

Who are you collaborating with?  New Student and Family Programs

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  Assess student reflection and plans for application of workshop topics collected at each workshop.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  Existing Graduate Assistant hours reallocated to manage workshop requests, facilitation training, and scheduling.

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick,  Associate Provost for Academic Programs

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 8

Describe progress toward target: The College of Visual and Performing Arts (CVPA) scholarships, including the Arts Society scholarships, the general CVPA scholarships and the discipline-specific endowed scholarships, total $191,160.00, an 7% increase from last year. These scholarships are very valuable to the College in terms of retaining current qualified students, as well as recruiting new ones. The College’s living-learning community, Community of Artists, continues to grow each year in popularity and scope. Despite COVID-19 restrictions, the living-learning community engaged in several virtual, as well as “safe” face-to-face events. Theatre continued its practice of monthly departmental meetings of all majors and minors along with the faculty (shifting to virtual meetings once school shutdown in the spring)  CVPA hosted numerous virtual gatherings for prospective students during this reporting period. Constituencies across campus are working with Ruffalo Noel Levitz consulting group to create a holistic first year experience for all new freshman.

Describe challenges:  Retention and recruitment efforts are more challenging given the pandemic environment.

Who are you collaborating with?  Enrollment Management, Student Affairs, Academic Affairs offices, Ruffalo Noel Levitz, regional community colleges and professionals in respective arts fields.

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  Exploring new innovative intercollegiate degree programs that could attract prospective students to Radford University: Creative Media Degree - CVPA, CHBS, DCOBE and Cinematic Arts degree - CHUBS, CVPA

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  Submitting Strategic Investment Proposals to Provost February 1, 2021.

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 9

Describe progress toward target: Significant efforts have been made over the past year to fully align recruitment and retention efforts. The development and launch of the Highlander Distinction program provided for the first time a fully data-driven student merit award component to students, resulting in improved student academic quality metrics in the freshman class. In addition, the development of the Academic Success Center, which brings together the Student Success office from Student Affairs, the New Student and Family Program Office from Enrollment Management and the academic advising staff from the colleges in academic affairs has created a one-stop opportunity for new student engagement and support for current and future years. Significant progress in student retention metrics was also observed this past year with an increase of 3.4% to a total of 74.7% for freshman to sophomore retention in fall 2020. This is the highest rate for new student retention in the past three years.

Describe challenges:  The effects of COVID-19 on student populations, ranging from family affordability to student adjustments to online learning and a changed college environment are unknown factors on student success.

Who are you collaborating with?  Academic Affairs; Enrollment Management; Information Technology; and Student Affairs

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  Exploring new innovative intercollegiate degree programs that could attract prospective students to Radford University: Creative Media Degree - CVPA, CHBS, DCOBE and Cinematic Arts degree - CHBS, CVPA

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  Submitting Strategic Investment Proposals to Provost February 1, 2021.

Name of person completing this Strategic Plan Progress Report: Craig Cornell, Vice President for Enrollment Management, and Susan Trageser, Vice President for Student Affairs

Strategy 8A:  Align student recruitment, academic outreach and retention activities to enhance access, inclusiveness and student success. Submission 10

Describe progress toward target: The Academic Success Center (ASC) launched in June 2020. Dr. Corey Cassidy is serving as the executive director and is actively working with her team to create a strong network of support to promote student success. In strong collaboration with the academic colleges, New Student and Faculty Programs, the Office of Student Success and Retention, the Vice President for Student Affairs, the Vice President for Enrollment Management and the Provost, the Center has a strong agenda and work is being done to build a cohesive strategic plan.

Describe challenges:  As with any new initiative, there are many moving parts. Strong leadership and collaboration will allow the Center to move forward and be effective.

Who are you collaborating with?  The Center is operating collaboratively across the areas of Academic Affairs, Student Affairs, and Enrollment Management.

Does strategy overlap with other goal/strategy? If so, which one?  N/A

Describe next steps:  The Center will continue to build its strategic plan, and work to improve student’s support. The Center will be fully staffed as of June 2021, when the remaining academic advisors (who currently still reside in their academic college homes) make the permanent move to Young Hall and the ASC.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative:  To be determined.

Name of person completing this Strategic Plan Progress Report: Carolyn Lepre, Provost and Vice President for Academic Affairs

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Describe progress toward target: The Ames Scholars Program is a research initiative in the Department of Health and Human Performance that was established last year to engage outstanding students in independent research projects. Retired faculty member, Steve Ames, and his sister established a fund in honor of their brother. The fund provides support to undergraduate student research and professional development. During the 2019 – 2020 AY, three students (M. Linkous, C. Vance, and M. Gaminde) received funding from the Ames fund to support their yearlong research projects. Each of these students presented their research at the annual undergraduate research forum on campus in spring 2020. In summer 2020, Dr. Kathleen Poole and Maci Keaton conducted an epidemiology study using archival data to examine the correlation between lead exposure and neurodegenerative disease prevalence across 100 counties in North Carolina. Presented at the Summer Research Celebration in Fall 2020. In fall 2020, three students (i.e., Josie Pendleton, Cameron Sarver, and Maci Keaton) were awarded an Ames scholarship to support their research projects which began in fall 2020 and will continue through spring 2021. The students were awarded $1250 in fall 2020 and will receive another $1250 in spring 2021. Drs. David Sallee, Laura Newsome, and Tiesha Martin are mentoring these undergraduate research projects.

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? AAR – Goal 4- 4B

Describe next steps: Continue to promote the Ames Scholars Program and recruit students and faculty to participate in the program.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Ames Foundation Fund

Name of person completing this Strategic Plan Progress Report: Tamara Wallace, Dean of the College of Education and Human Development

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Substrategy 1A1: Embed research, scholarship and creative activities in the curriculum.

Describe progress toward target: Typically, every spring semester PHRE offers a student paper conference that serves as a forum for student to present their research to other students and to faculty. This conference targets students conducting research in upper-division classes in philosophy and religious studies. To participate, students submit as abstract to the conference organizer who then screens the submissions. Each semester (except for Spring 2020, due to Covid-19), Radford University’s Model United Nations team, which is coordinated through the Political Science Department and supervised by Dr. Paige Tan, sends a delegation to regional competitions. Radford University students and delegations have received awards for their participation.

Describe challenges: Modified operations owing to Covid-19 during the Spring 2020 Semester led to the cancellation of PHRE's paper conference. Funding for faculty research limits student research that can be supported.

Who are you collaborating with? SURF – 5 last year Research Rookies – 18 last year 13 – honors capstones. 3 – student media presentations  

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Mathew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Substrategy 1A1: Embed research, scholarship and creative activities in the curriculum.

Describe progress toward target: During this Reporting Period:

• The Department of Dance presented the Fall Dance Festival, Informance Concert, New Student Seminar Concert, and the Radford University Ballet Youth Fall Dance Showcase virtually, including both live and pre-recorded performances. These were all presented free of charge to the community. Plans are to continue for the Radford University Ballet Youth program to serve local students ages 3 and up.
  
• The Department of Design produced a video version of their fall fashion show to offer to audiences for free.
  
• The Department of Theatre offered multiple live productions online for audiences to be able to enjoy live theatre in their homes.
  
• The Department of Music offered numerous face-to-face and virtual instrumental and choral events. (Carnegie Hall performance 2/2020)
• RUAM “Leaves of the Tree” and “More Leaves of the Tree” exhibitions in Covington Hall and Tyler Street Gallery.

Describe challenges: The nature of work conducted by students in the CVPA yields a substantial amount of creative activities. Music performances, theatre presentations, fashion shows, art exhibits, etc. often involve dozens of students undertaking collective creative scholarship, and during the busiest times of the semester these types of activities are happening on a daily basis – frequently with multiple events occurring during a single day. There remains no formalized mechanism for tracking the number of individual students involved in all the college’s creative activities.

Who are you collaborating with? National and international guest artists, community arts venues, faculty, and students from other academic disciplines

Does strategy overlap with other goal/strategy? If so, which one? AAR-Goal 1-1B AAR-Goal 4-4B SEG-Goal 8-8A

Describe next steps: Create a more formalized strategy to track the number of CVPA students involved in all creative activities on an annual cycle.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: New endowed funds were introduced this AY that will provide additional funds to invite professional guest artists to campus to explore opportunities in creative collaboration, high impact practice and interprofessional experiences with our students.

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Substrategy 1A2: Increase co-curricular opportunities such that all students have the opportunity to participate in at least one research, scholarship or creative activity experience.

Describe progress toward target:

• Davis College faculty supervised a variety of Independent Study (undergraduate) and Directed Study (graduate) projects to include:
  
• Dr. D. Farhat supervised an Independent Study project, Death and Spending in the US Economy. 
  
• Dr. R. Gruss supervised a Graduate Directed Study project, Understanding How Customer Satisfaction Dimensions Differ Between Food Trucks and Restaurants: A Text Analytic Study Using Yelp Reviews
• Dr. D. Kunkel supervised two Independent Study projects: Job Search Fatigue and Motivation and Exploring Leadership Development in the Context of a Health Club Business
  
• Dr. J. Lollar supervised two Independent Study projects, Brand Marketing and Marketing Strategy.
• Dr. J. Machin supervised four Independent Study projects: Recollection of Rejects, Stigmatized Shoes, Maker Experiences, and Rejecting to Riches
  
• Dr. T. Duncan supervised an Independent Study project, Economics of Commercial Aviation
• Dr. F. Zhu supervised an Independent Study project, Venture Capital.

Describe challenges: The loss of 11% of full-time faculty in the Davis College at the end of 2019-20 seriously inhibits the opportunities for growth in joint research opportunities between faculty and students.  

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to encourage faculty to conduct research in collaboration with students

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: $25,000 /year in Summer research grants from Davis College budget.

Name of person completing this Strategic Plan Progress Report: Joy Bhadury, Dean of the Davis College of Business and Economics

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Substrategy 1A2: Increase co-curricular opportunities such that all students have the opportunity to participate in at least one research, scholarship or creative activity experience.

Describe progress toward target: "Making Videos . . ." in-class media development training by CITL staff. Taught 5-10 times a semester to classes with follow up studio experience.  

Describe challenges: Blended learning environment created by COVID-19 has stalled the programming; Limited human resources.

Who are you collaborating with? Faculty

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Tech media production basics in-class and in-Zoom to students to complete a media project and to demonstrate the value of media production skills in future success.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Substrategy 1A2: Increase co-curricular opportunities such that all students have the opportunity to participate in at least one research, scholarship or creative activity experience.

Describe progress toward target: A full cohort of 15 Highlander Research Rookies were recruited again this year. The 2020AY cohort resulted in three Rookies who either presented or were accepted to present at international conferences, seven rookies had work accepted at the national level, one rookie had a minor publication and two more have publications ready for submission. Only three students did not have their work reviewed by an external body and all 15 presented their research at campus events.

Describe challenges: The Highlander Research Rookies program is limited to the number of projects that can be funded, so finding funds to support the target of 30 awards in the Strategic Plan is a challenge. The program needs an additional $90,000 to reach the target of 30 students per year as articulated in the strategic plan. In the current year, helping student-faculty teams navigate research in a pandemic was challenging, yet creative faculty, students, and staff found ways to continue research.

Who are you collaborating with? Undergraduate Admissions, the Office of the Registrar, Career and Talent Development

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to refine the personal and professional development programming for the program. Continue to evolve the work with Admissions to recruit the next cohort.  

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: The Highlander Research Rookies program has a budget of $120,000 to support 15 students and would need an addition $90,000 to reach the target of 30 students per year in the strategic plan.

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Substrategy 1A2: Increase co-curricular opportunities such that all students have the opportunity to participate in at least one research, scholarship or creative activity experience.

Describe progress toward target: 21 Summer Undergraduate Research Fellowships (SURF) were awarded for summer of 2020. All 21 students and their faculty mentors were able to design and adjust projects that could be completed with the limitations brought on by the global pandemic. Nationally, due to the pandemic, data indicated 44.5 % of summer research planned funded research projects were canceled. Radford University was able to have 100 % of the students in the SURF program complete research over the summer.

Describe challenges: Helping student-faculty teams navigate what was allowed, practical, and possible during the pandemic was and continues to be a challenge. The SURF program is limited to the number of projects that can be funded, so finding funds to support the target of 32 SURF awards in the Strategic Plan is a challenge.  

Who are you collaborating with? Faculty

Does strategy overlap with other goal/strategy? If so, which one? AER 4.D

Describe next steps: Continue recruitment for next cohort; continue exploration for additional funding to meet goal of 32 awards per summer

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: The SURF program was budgeted at $54,700 for 18 awards but additional funding was allocated to have 20 awards for 21 students, and this is reflected in the 2021 budget of $63,060 for the program.  

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Substrategy 1A2: Increase co-curricular opportunities such that all students have the opportunity to participate in at least one research, scholarship or creative activity experience.

Describe progress toward target: A centralized tracking and reporting system were developed with data going back to the 2015 academic year. In AY2015 8.4 % of undergraduate students participated in URSCA and it had risen to 10.4 % in the year before adoption of this strategic plan. The 2019 academic year saw an increase to 16.3 % of undergraduate students.

Describe challenges: Due to the nature of the data sources the data is always a year behind the calendar year.  

Who are you collaborating with? Office of Academic Programs, Office of the Registrar, Office of Institutional Research, Office of Institutional Effectiveness and Quality Improvement

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to extend the data set with last year's data and monitor trends.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1A:  Increase the number of students engaged with research, scholarship and creative activities within and beyond the classroom.

Substrategy 1A3: Institute a "Research Scholar" graduation distinction such that undergraduates who have been significantly active in research outside the classroom are recognized for their accomplishment.

Describe progress toward target: A research scholar distinction for graduating seniors was created and approved in the spring of 2020 and the first five graduates were recognized in December of 2020.

Describe challenges: Messaging of this new opportunity has been challenging during a pandemic and limited mostly to email

Who are you collaborating with? Office of the Registrar, faculty partners from across the academic colleges

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Raise awareness of the distinction across the institution.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Minimal currently. Costs will increase as the number of students graduating with the distinction increases. A projected investment need of $3000 for an estimated 120 graduates per year.  

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1B:  Provide enhanced resources for student academic and emotional support, thereby recognizing the interdependence and importance of academic and emotional support services.

Describe progress toward target: Needs assessment was completed in November of 2019. The areas included in the assessment were: Harvey Center, Center for Accessibility Services, Student Counseling Services, and Student Health Services. A full report with the results was received in July of 2020.  

Describe challenges: Assessment results were anticipated before the end of the spring 2020 semester. The pandemic shut down the campus midway through the spring semester and delayed the receipt of the results. Since receiving the results in July of 2020, COVID-19 response and management has delayed next steps.

Who are you collaborating with? Harvey Center, Student Health Services, Student Counseling Services, Center for Accessibility Services and the Center for Social and Cultural Research

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Next steps will be to meet with Dr. Allison Wisecup and Dr. Elizabeth Lyman to review results, receive feedback on the data and recommendations for action. The goal is to distribute results by the end of the spring 2021 semester. This will allow departments the following two academic years to implement appropriate changes and initiatives based upon feedback from the needs-assessment.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Incentives for survey completion included the following: $100 bookstore voucher (Office of the Dean of Students), various prizes for daily drawings provided by Student Life through items obtained from the University's Coke contract, various small giveaways from R-Space, Student Government Association, Substance Abuse and Violence Education Support Services, Student Counseling Services, Student Health Services, and the Harvey Center. Additional investments were in staff time, as Student Affairs staff members signed up for shifts to do tabling events to promote completing the survey.  

Name of person completing this Strategic Plan Progress Report: Susan Trageser (Vice President for Student Affairs), Angie Mitchell (Associate Vice President for Student Affairs/Dean of Students) and Brian Lusk (Director of Student Counseling Services and Substance Abuse and Violence Education Support services)

Strategy 1B:  Provide enhanced resources for student academic and emotional support, thereby recognizing the interdependence and importance of academic and emotional support services.

Describe progress toward target:

• The CVPA’s advising center is during restructuring to function as part of a centralized campus advising team Academic Success Center.
  
• Individual departments take extra measures to monitor student attendance and provide support mechanisms. Examples: performing arts students are not permitted to participate in rehearsals on days in which they are absent from departmental classes; majority of CVPA courses have attendance policies; midterm grades are highly encouraged across all programs.

Describe challenges: Creating a smooth transition to ASC.

Who are you collaborating with? ASC Team

Does strategy overlap with other goal/strategy? If so, which one? SEG 8-8A

Describe next steps: Complete the transition to new university advising model.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 1B:  Provide enhanced resources for student academic and emotional support, thereby recognizing the interdependence and importance of academic and emotional support services.

Describe progress toward target: Peer Supported Instruction (PSI) internship program represents efforts to offer additional professional development opportunities for majors and to support retention of first year students from across the university. PSI interns are psychology majors who are trained to serve as tutors embedded within our PSYC 121 - Introductory Psychology courses. This program launched last spring with 7 interns and continued this year, with 12 interns covering 11 sections of PSYC 121 in the fall and 11 interns covering 7 sections of 121 in the spring. Under the leadership of Dr. Stirling Barfield, these efforts have been highly successful in engaging PSYC 121 students with course material outside of class both individually and in groups. History has piloted a new embedded peer tutoring service whereby a history major worked with one faculty member as a tutor for his history survey sections. The peer tutor attended the class lectures, took notes, and held both group and individual tutoring sessions with students. We have successfully run this embedded peer tutoring service for three semesters – it has been somewhat hampered due to COVID. To grow this program, we need some sort of support – either additional work studies, some payment for students, etc.

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Mathew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 1B:  Provide enhanced resources for student academic and emotional support, thereby recognizing the interdependence and importance of academic and emotional support services.

Describe progress toward target: Faculty Development and CITL staff, through programming including the Resilient and Flexible Teaching course, and other resources and programming, provided development around trauma and crisis-informed teaching.

Describe challenges: Workload for staff, receptiveness of faculty

Who are you collaborating with? CITL, Faculty Development

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to add to this programming, such as a plenary speaker on this topic in January 2021

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1B:  Provide enhanced resources for student academic and emotional support, thereby recognizing the interdependence and importance of academic and emotional support services.

Describe progress toward target: The Graduate College developed and conducted a survey on graduate student needs in October and November of 2020. The goal of the needs-assessment was to determine what academic and personal issues, or services students felt were important, used or needed. Approximately 24% of graduate students enrolled during the fall of 2020 participated in the survey. A new graduate student orientation was developed for students starting programs in the fall of 2020. More than 550 new students participated in the orientation offered online through D2L. Approximately 52% of students accessed nine different content modules with more than 60 different resources. RUC offered its own orientation, but the Graduate College provided content for new RUC graduate students. A Graduate Student Newsletter was initiated to provide information on academic and student resources and campus happenings. A Graduate Student Advisory Council was created to provide input and feedback to assist the Graduate College.  

Describe challenges: Not all students accessed all the resources in the new student orientation, and nearly half of all new students did not access the orientation materials at all.

Who are you collaborating with? New Student Programs University Relations

Does strategy overlap with other goal/strategy? If so, which one? Student Success 2.D Student Success 3.B

Describe next steps: The Graduate Student Needs Assessment data is still being evaluated to determine issues and needs graduate student feel are important or need to be provided. Mental health and stress management are issues of rising concern among graduate students nationally. The new student orientation needs to be reviewed and updated to provide additional content and resources. The Graduate College will work with graduate programs to encourage students to access the resources provided through the orientation.  

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Ben Caldwell, Dean of the College of Graduate Studies and Research

Strategy 1B:  Provide enhanced resources for student academic and emotional support, thereby recognizing the interdependence and importance of academic and emotional support services.

Describe progress toward target: In Fall 2020, the Harvey Center leadership team developed an increased training tool on listening. Adapted from Henry Kimsey-House’s Co-Active Coaching, this training engages peer tutors, graduate assistant mentors, and student office assistants in learning how to develop active listening and facilitation skills. This listening technique provides student leaders with a tool to build a peer student’s sense of self-efficacy, help them isolate problems, and engage them in actively developing their own solutions.

Describe challenges: Supporting student staff mentors in implementing techniques to other student staff

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Implement the listening techniques explicitly in student staff training; engage student staff in on-the-job application of listening techniques through reflection, small group team meetings, and one-on-one mentorship meetings.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Reallocation of staff time to support initiative  

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1B:  Provide enhanced resources for student academic and emotional support, thereby recognizing the interdependence and importance of academic and emotional support services.

Describe progress toward target: Implemented access to NetTutor for RUC students and integrated with MyRU portal via the RUC icon.

Describe challenges: Technology integration with D2L and visibility/communication with RUC students.

Who are you collaborating with? RUC Academic Support Services, Harvey Center, ITS

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Communication to RUC campus about NetTutor; develop assessment tool to assess value of usage

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1B:  Provide enhanced resources for student academic and emotional support, thereby recognizing the interdependence and importance of academic and emotional support services.

Describe progress toward target: Integration of RUC Starfish client with Radford main campus. Streamline processes and align functionality to support RUC faculty and students.

Describe challenges: Starfish elements, templates, and services need to be aligned across institutional sites. Progress slowed with the onset of the pandemic.

Who are you collaborating with? RUC Academic Support Services, Student Affairs, Radford's Technology Group, Hodson's Starfish Support Team  

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Development of batch upload process for Academic Coaches and tutors across campus sites.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1C:  Examine the courses with high DFW (grade of D, failed or withdrawn) rates to determine the best strategy for improving course outcomes, achieving success and providing access to appropriate academic support.

Describe progress toward target: Tutoring for high DFW courses was hosted in the residence halls during the Fall 2019 semester but not Spring 2020 due to the pandemic.

Describe challenges: COVID-19 impacted in person options for Spring 2020. Tutoring was also not able to be offered in the residence halls for Fall 2020 due to the pandemic.

Who are you collaborating with? Office of Student Success, Harvey Center and Housing and Residential Life

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Office of Student Success, Housing and Residential Life and Harvey Center to discuss long term plans for this initiative.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Student Tutor Wages (approximately $10,000)  

Name of person completing this Strategic Plan Progress Report: Susan Trageser, Vice President for Student Affairs and Jamie Penven, Assistant Vice President for Student Success

Strategy 1C:  Examine the courses with high DFW (grade of D, failed or withdrawn) rates to determine the best strategy for improving course outcomes, achieving success and providing access to appropriate academic support.

Describe progress toward target: Institutional Research engages with faculty across all disciplines, departments, and colleges as well as academic advising staff by providing grade distribution reports and data on courses with high DFW rates.

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Eric Lovik, Director of Institutional Research

Strategy 1D:  Engage with nationally recognized experts in diversity, access and equity literacy to create a diversity policy and a training center for faculty development.

Describe progress toward target: CITL recruits and supports DEI professional development as a thread of sessions in each offering of Our Turn

Describe challenges: Limited human resources with expertise in DEI

Who are you collaborating with? Dr. Sharon Jones and other campus faculty

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continued recruitment and support for these trainings

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1D:  Engage with nationally recognized experts in diversity, access and equity literacy to create a diversity policy and a training center for faculty development.

Describe progress toward target: Dr. Sharon Jones, Academic Programs, Cultural Competency, with support from Faculty Development and CITL facilitated 6 learning communities/reading groups (spring, summer, and fall 2020) in addition to delivering Our Turn trainings and delivering year 2 of the 3-year "Awareness Knowledge, and Skills" professional development workshops  

Describe challenges: Covid-19 has limited some critical work for in-person workshops in the 3-year Awareness, Knowledge, and Skills program

Who are you collaborating with? Academic Programs, Dr. Sharon Jones, CITL, Faculty Development,

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue offering learning communities/reading groups; re-engage 3-year "Awareness Knowledge, and Skills" professional development workshops when we can safely gather again.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Human resources; books for learning communities ~$3000

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1D:  Engage with nationally recognized experts in diversity, access and equity literacy to create a diversity policy and a training center for faculty development.

Describe progress toward target: Radford University was awarded an HHMI Forums on Race grant to partner with national experts, Crossroads Antiracism. The Engaging Differences program will create the opportunity for faculty and academic leadership develop awareness, knowledge, and skills on systemic racism with the goal of institutional change.

Describe challenges: Leadership changes and the pandemic have slowed progress on implementing the grant.

Who are you collaborating with? Academic Programs and Faculty Development

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to implement the reading groups with virtual engagement and plan for an August 2021 in-person workshop.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Commitment for an institutional $25,000 match; ~$3000 investment thus far

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1D:  Engage with nationally recognized experts in diversity, access and equity literacy to create a diversity policy and a training center for faculty development.

Describe progress toward target: Dr. Sharon Jones is facilitating a 3-year cultural competency professional development training for Academic Programs, Student Success and Retention, and the Artis College of Science and Technology

Describe challenges: Gathering limitations associated with COVID-19 have slowed our ability to continue the workshop schedule as planned.

Who are you collaborating with? Academic Programs units, Artis College of Science and Technology, Office of Student Success and Retention
 

Does strategy overlap with other goal/strategy? If so, which one? SEG 8.A

Describe next steps: Continue workshops when it is safe to gather.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Staff time

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1D:  Engage with nationally recognized experts in diversity, access and equity literacy to create a diversity policy and a training center for faculty development.

Describe progress toward target: Faculty in the college participated in Virginia Commonwealth University’s Becoming an Anti-racist Educator series.  Faculty in the college participated in CITL’s fall 2020 learning communities designed to help faculty to understand their role in addressing and dismantling systemic racism.

Describe challenges: N/A

Who are you collaborating with? CITL

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: We will continue to encourage faculty to engage in these important professional development opportunities and provide financial support, when needed.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Tamara Wallace, Dean of the College of Education and Human Development

Strategy 1D:  Engage with nationally recognized experts in diversity, access and equity literacy to create a diversity policy and a training center for faculty development.

Describe progress toward target: CHBS faculty engaged in some 50 programs related to diversity, interfacing with over 1,347 students. In addition, 19 programs were sponsored by students under faculty supervision reaching 575 students. Faculty sponsored 9 faculty development programs that reached 175 faculty participants.

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Mathew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target: Increased the number of faculty learning communities offered 

Describe challenges: Workload for CITL staff, faculty time commitment  

Who are you collaborating with? Academic Programs, Dr. Sharon Jones, deans  

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue offerings related to institutional strategic priorities

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target: In spring 2019, CITL began hosting a monthly Podcast Lunch and Learn Club for faculty and staff. CITL provides a curated list of about 3 hours of podcast episodes on one subject, such as motivation, distraction, resilience, decision-making, creativity, storytelling, and innovative assessments, to come together independently and then to discuss. The topics relate to teaching and learning, and personal and professional development.

Describe challenges: Participation waxes and wanes; it is also considerable staff time commitment to curate the podcasts

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue offering related to current pedagogical conversations, environment, and institutional initiatives

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target: Faculty Development Fellows program, launched Summer 2020 with six fellows, including the Faculty Leadership Institute (Summer 2020) and faculty development projects across the Colleges

Describe challenges: Faculty workload

Who are you collaborating with? Deans/department chairs

Does strategy overlap with other goal/strategy? If so, which one? AER and SS

Describe next steps: Expand this programming to include a faculty development fellow for diversity

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Reallocated existing resources in the FD budget to fund the Fellows program

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target: Faculty Development launched the first annual Faculty Leadership Institute in Summer 2020, offering faculty the chance to explore various roles, such as chairs. The institute included training on faculty peer mentoring.

Describe challenges: Covid-19 required a remote structure; rethink this for future offerings.  

Who are you collaborating with? Deans/department chairs

Does strategy overlap with other goal/strategy? If so, which one? AER and SS

Describe next steps: Evaluate structure and offer again

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Reallocated Faculty Development budget to support the initiative

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target: Each fall, CITL does a "thank a prof" campaign during which we invite students to write a message of gratitude to "a professor who has been particularly helpful to their learning, works hard to help them achieve their academic goals, or has caused them to think about things in different or interesting ways."  Sending the messages to hundreds of faculty across the institution serves to connect faculty to CITL and we hope makes it more likely that they will engage in faculty development opportunities (in addition, of course, to re-connecting faculty to their students through gratitude).

Describe challenges: Staff workload

Who are you collaborating with? University Relations

Does strategy overlap with other goal/strategy? If so, which one? AER and SS

Describe next steps: Continue and program each fall

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target: In fall 2020, CITL launched a "Faculty Wellness Week," which included wellness and social activities. This took place in each college/school and at RUC, with the hope that we could reinforce the faculty's knowledge of CITL and its activities (in addition, of course, to enhancing faculty wellness).

Describe challenges: Increased workload for staff, finding activities that will be of interest to faculty. Our first Faculty Wellness Week occurred during Fall 2020, and Covid-19 made it especially difficult to offer activities of interest.

Who are you collaborating with? College deans

Does strategy overlap with other goal/strategy? If so, which one? AER and SS

Describe next steps: Evaluate the success of each element of Faculty Wellness Week and revise programming for the next semester.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target: The REALISE Inclusive Excellence program is providing training and reassigned time for faculty to develop problem-based learning opportunities and inclusive pedagogy in introductory laboratory science courses.

Describe challenges: Faculty commitments in teaching, research and service compete for their time and energy to engage in optional professional development.

Who are you collaborating with? Faculty in all departments of the Artis College as well as selected faculty in CHBS as well as the CITL, DEAC and Office of Academic Programs.

Does strategy overlap with other goal/strategy? If so, which one? Academic Excellence and Research Goal 4.E.

Describe next steps: Continue REALISE IE program implementation, faculty development and assessment for the academic years 2020-21 and 2021-22.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Funds are provided by HHMI grant received for HHMI IE REALISE program.

Name of person completing this Strategic Plan Progress Report: Orion Rogers, Dean of the Artis College of Science and Technology

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target:

• Faculty are recognized for continuing education in pedagogical methods. This is ongoing and inherent within the tenure/promotion process.
  
• CVPA faculty were encouraged and did engage in in a variety of training programs offered through the university during this highly unusual reporting period. (E.g. MeToo workshops/programs, Zoom and D2L Training, specialty training to successfully teach, rehearse, exhibit, and perform in a virtual environment and book study/discussion groups such as Waking up White.
  

Describe challenges: Faculty travel was limited this past year due to the pandemic restrictions.

Who are you collaborating with? Faculty and Staff Development Office, CITL and other university entities offering professional development workshops. External organizations offering virtual training, etc.

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Faculty Travel Funds were re-purposed to support faculty development opportunities.

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 1E:  Institute an expectation of continuing pedagogy education for all teaching faculty.

Describe progress toward target: CHBS faculty have sponsored 19 pedagogical programs reaching 231 colleagues. HIST faculty have all participated in a wide variety of workshops, seminars, etc. to assist in converting their courses to online\hybrid format. HIST faculty participate in a variety of webinars and other seminars on both new emerging scholarship in their fields (i.e., Book Breaks through the Gilder Lehrman Institute) and newly available online courses (i.e., The Lives of the Enslaved; Emancipation; Civil War – all through the Gilder Lehrman Institute) (Dr. Hepburn)  

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Mathew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 2A:  Promote cultural programming (arts, international, diversity, etc.) that encourages students, faculty and staff to actively engage with and understand different cultural viewpoints.

Describe progress toward target: CHBS faculty report integrating some 158 campus events into their courses, impacting some 1,674 students. Faculty sponsored 50 such events themselves and guided 22 students who supervised their own programs, reaching hundreds of students. The Political Science Department sponsors the annual “Poli Sci Days” event, which draws hundreds (estimated: 500-600) student participants each year. Programing focuses on a variety of domestic and international issues and includes guest speakers, career planning sessions, film discussions, and more. Each year, CHBS faculty are involved in planning and delivering Constitution Day activities, offering sessions that are open to the full campus community (activities reflect contributions from numerous campus units and constituencies).

Describe challenges: N/A

Who are you collaborating with? Constitution Day activities are undertaken in collaboration with the Citizen Leader program.

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Mathew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 2A:  Promote cultural programming (arts, international, diversity, etc.) that encourages students, faculty and staff to actively engage with and understand different cultural viewpoints.

Describe progress toward target: The Social Change Certificate Program and the Safe Zone program each held steady with participation online. Traditional cultural programming was slightly reduced but online participation increased. New programming that was both popular and successful include Guess Who’s Coming to Dinner and Courageous Conversations

Describe challenges: This goal was on track and will continue progress once we move through the pandemic and return to more standard operating procedures

Who are you collaborating with? Center for Diversity and Inclusion collaborates with many departments and areas across campus, including Academic Affairs

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Maintain both digital and in-person engagement as a strategic effort moving forward.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Susan Trageser, Vice President for Student Affairs and Tricia Smith, Associate Vice President for Student Life

Strategy 2A:  Promote cultural programming (arts, international, diversity, etc.) that encourages students, faculty and staff to actively engage with and understand different cultural viewpoints.

Describe progress toward target:

While the CVPA routinely offers a variety of diverse events for the public/community that simultaneously provide educational opportunities for students, this year our options were limited due to gathering restrictions imposed by the pandemic. We were able to offer the environmentally conscious museum exhibits “Leaves of the Tree” and “More Leaves of the Tree.” We also offered virtual performances and events in dance, theatre, music, and design. These departmental productions reflected a variety of social issues and diversity issues. Casting typically reflects color-blind and non-gender specific attitudes unless specifically demanded by a script.

Describe challenges: Pandemic gathering restrictions

Who are you collaborating with? Regional and national guest artists

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: CVPA participation in the Faculty Women of Color in the Academy Conference - April 2021 CVPA participation in "Appreciating Cultural Differences, Promoting and Developing Self Awareness" spring 2021

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 2B:  In order to facilitate communication about campus events, all relevant social media sites will be updated with information about campus events and programming (see ACCESS Radford goal in Economic Development and Community Partnerships).

Describe progress toward target:

• Despite a reduced number of events due to the pandemic, the CVPA continues heavy use of social media to promote events and information about the college. Our communications officer maintains a constant presence on Facebook and collaborates with individual departments to cross-promote departmental social media pages.
• The CVPA website is continuously updated for departmental changes and related information (season promotional information/shows, ticketing and box office information). Articles are continuously added to inform audiences about events and happenings in the department.
• The CVPA purchases paid advertising on social media for large-scale events

Describe challenges:

• With five academic programs, a museum schedule, and the university performance series, coverage is difficult to maintain
• Budget for paid advertising on social media is limited

Who are you collaborating with? University Relations, individual departments

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to utilize social media and active audience engagement to promote college events

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: The CVPA has purchased video equipment and a DSLR camera to be able to create quality original content for distribution via social media and online

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 2B:  In order to facilitate communication about campus events, all relevant social media sites will be updated with information about campus events and programming (see ACCESS Radford goal in Economic Development and Community Partnerships).

Describe progress toward target:

• Despite a reduced number of events due to the pandemic, the CVPA continues heavy use of social media to promote events and information about the college. Our communications officer maintains a constant presence on Facebook and collaborates with individual departments to cross-promote departmental social media pages.
• The CVPA website is continuously updated for departmental changes and related information (season promotional information/shows, ticketing and box office information). Articles are continuously added to inform audiences about events and happenings in the department.
• The CVPA purchases paid advertising on social media for large-scale events

Describe challenges:

• With five academic programs, a museum schedule, and the university performance series, coverage is difficult to maintain
• Budget for paid advertising on social media is limited

Who are you collaborating with? University Relations, individual departments

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to utilize social media and active audience engagement to promote college events

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: The CVPA has purchased video equipment and a DSLR camera to be able to create quality original content for distribution via social media and online

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 2C:  Recognizing that faculty plays an important role in student engagement with campus life, faculty members will be strongly encouraged to integrate campus events as part of their course curriculum expectations.

Describe progress toward target:

• The CVPA continues to have an active presence on social media outlets to ensure that faculty students and external audiences are aware of scheduled events and performances.
• The Department of Dance coordinated with Center for Career & Talent Development across multiple courses as part of their Dance Pathway retention initiative.
• All Department of Design majors were invited to participate in the 2020 RU Women in Entrepreneurship Week. This was a virtual event and all our students who participated found the event to very informative. Over 20% of Design majors participated in the Bigger Picture March and Rally held on campus this past fall. Faculty encouraged students to participate.
• CVPA arts appreciation classes require students to attend cultural events - some of which are followed by required discussions and written critiques.

Describe challenges: N/A

Who are you collaborating with? Students, CVPA Communications Officer, University Relations staff, CVPA departments

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 2C:  Recognizing that faculty plays an important role in student engagement with campus life, faculty members will be strongly encouraged to integrate campus events as part of their course curriculum expectations.

Describe progress toward target: The departments within the area of Student Life have made progress in training students and student organizations on listing and promoting events on RUInvolved. Using RUInvolved as the campus events calendar continues to be developed. Public and campus-wide events are now listed under the events tab in RU Mobile.  

Describe challenges: Due to the impacts of COVID-19 there were fewer campus events hosted. Students also reported being fatigued by zoom and less likely to attend a virtual program.  

Who are you collaborating with? Extensive collaboration between Student Involvement, Center for Diversity and Inclusion, Fraternity and Sorority Life, Dean of Students Office, Student Recreation and Wellness and Faculty Senate

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Work with Faculty Senate regarding ways to introduce faculty to RUInvolved as a resource and open discussion for how to encourage students to engage with campus events as part of their academic studies. Reach out to departments to train and encourage events to also be added to RUInvolved.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Susan Trageser, Vice President for Student Affairs

Strategy 2C:  Recognizing that faculty plays an important role in student engagement with campus life, faculty members will be strongly encouraged to integrate campus events as part of their course curriculum expectations.

Describe progress toward target: Citizen Leader co-host 1 major event each semester in partnership with faculty and departments

Describe challenges: Integrating the Roanoke Campus or hosting/co-hosting an event on their campus.

Who are you collaborating with? Faculty, Departments, Academic Colleges

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to seek partnerships to host/cohost events such as Constitution and Citizenship Days  

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Jeanne Mekolichick, Associate Provost for Academic Programs

Strategy 2C:  Recognizing that faculty plays an important role in student engagement with campus life, faculty members will be strongly encouraged to integrate campus events as part of their course curriculum expectations.

Describe progress toward target: CHBS faculty integrated some 158 events into their courses, impacting some 1,674 students. Poli Sci Days and other campus programs (described in Student Success, Goal 2, Sub-strategy 2.A) are often integrated as part of Political Science coursework. In addition, there is a Model United Nations course that supports the Model United Nations competitions (described in Student Success, Goal 1, Sub-strategy 1.A), although enrollment in the class is not required for Model United Nations participation.

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Mathew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 2C:  Recognizing that faculty plays an important role in student engagement with campus life, faculty members will be strongly encouraged to integrate campus events as part of their course curriculum expectations.

Describe progress toward target:

• The Student Managed Investment Portfolio Organization (SMIPO)continued to manage the fund. The value of the portfolio was nearly $1.2 million by the end of July 2020 after reaching a peak value of $2 million in January 2020. Additionally, SMIPO students made a business trip to Chicago, attended the 7th Annual Student Managed Investment Fund Consortium (SMIFC) meeting Students also visited the Federal Reserve and the Chicago Board of Exchange offices.
• The BB&T Innovation Challenge was held in Fall 2019. Outcomes included:
• 70 teams with over 250 participants representing 15 majors
  
• 68 Experience Innovation Certifications were awarded, and 9 coaching sessions were held for the student participants. Organized nine coaching sessions in which approximately 265 students participated as part of the 2019 Innovation Challenge. Sessions were led by external speakers from companies including GloveStix, Performance Associates, 1901 Group, Avolant, Lighthouse Labs and Roanoke SBDC.
  
• 25 external judges from industry-leading entrepreneurs and experts judged the entries
  
• Over $7,500 in accelerator funds were awarded to 12 teams at the conclusion of the competition.

Describe challenges: Lack of faculty; COVID-19 restrictions prohibiting large face to face gatherings.

Who are you collaborating with? University Advancement (BB&T) and Radford University Foundation (SMIPO)

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: $15000 (SMIPO); $10000 (BB&T Innovation Challenge)

Name of person completing this Strategic Plan Progress Report: Joy Bhadury, Dean of the Davis College of Business and Economics

Strategy 2D: Encourage communication and regular dialogue among residential life, academic affairs and student affairs to enhance student retention.

Describe progress toward target: CVPA Points of Connection: Our Living Learning Community - Community of Artists AALT meetings is a very effective hub for communication between the three areas Leadership Council AALT Newsletter Academic Success Center

Describe challenges: Clear and continuous communication between all university constituencies

Who are you collaborating with? Student Affairs, Residential Life, Academic Affairs Teams, and outside sources of expertise.

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: University investment in our new Academic Success Center

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 2D: Encourage communication and regular dialogue among residential life, academic affairs and student affairs to enhance student retention.

Describe progress toward target: Communication and efforts to support students and enhance retention are continual and on-going.

Describe challenges: Pandemic response and management necessitating more virtual interactions and limited in-person opportunities.

Who are you collaborating with? Dean of Students Office, Office of Student Success, Housing and Residential Life and Academic Affairs

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Develop formal committee structure for continued dialogue and initiative development.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Susan Trageser, Vice President for Student Affairs and Angie Mitchell, Associate Vice President for Student Affairs/Dean of Students

Strategy 3B:  Support the Center for Career and Talent Development, an innovative physical space that will help create our brand identity and outreach plan that inspires collaboration among career coaches, faculty, employers and alumni to empower student career and talent development and life skills.

Describe progress toward target: Faculty have invited Ms. Ellen Taylor to deliver career-related programming in Political Science classes, including a new workshop titled “The Job Search and Career Development in the Covid World.” In addition, students have prepared resumes and cover letters, as well as learning about job opportunities, in Political Science classes. The Political Science Department created a new course that will be required for majors titled, POSC-392: Political Science Careers. The first offering will most likely be in the 2021-2022 academic year.

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Mathew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 3B:  Support the Center for Career and Talent Development, an innovative physical space that will help create our brand identity and outreach plan that inspires collaboration among career coaches, faculty, employers and alumni to empower student career and talent development and life skills.

Describe progress toward target: Realigned coaching resources because of an increased need for coaching support following the RUC merger and other demands on the coaching team, the part-time internship coordinator role was transformed into a new part-time career coach position.

Career Closet – With the generous donations of families, faculty, staff, and the community the Career Closet supports students in accessing professional attire. In 2019-20 the CCTD collected 618 articles of clothing from donors and provided professional attire to nearly 200 students, supporting them on their respective career journeys.

Describe challenges: Staffing - The ratio of career coach to student remains higher than the national average. In response, a peer career coach program was launched to help extend the staff. Continuously exploring how to creatively expand coaching staff to best support dynamic employment market and meet student needs.

Career Development Planning – Historically, career development planning for most students occurs late in their academic career, resulting in missed opportunity for engaging in self-discovery and experiential learning early in the academic process. The new addition of PathwayU career assessment provides an opportunity for career planning and exploration to begin as early as the admissions process. The journey can continue with Academic Advising by including questions/referrals as part of their advising protocol. The idea is to shift to a proactive/intentional approach to career planning each semester.

Who are you collaborating with?

• Academic Advising Council
  
• Academic Affairs Leadership Team
  
• Student Affairs Leadership Team
• Budget & Planning
  
• Alumni Relations
  
• Employer Partners  

Does strategy overlap with other goal/strategy? If so, which one? 3-3B, 3-3C, 3-3D, 3-3E

Describe next steps:

• Staffing - Hire part-time Career Coaching position in Spring 2021 to support This position will primarily support students in the Waldron College and at the RUC Campus.
  
• Career Development - Integrate PathwayU into admissions process, Quest, UNIV 100 and other relevant courses and provide training to faculty, academic advisors, and other partners on campus.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: New investment – Part-Time Career Coach Pathway U - Career Exploration and Planning Tool

Name of person completing this Strategic Plan Progress Report: Angela Joyner, Special Advisor for the President for Partnerships and Chief Innovation Officer

Strategy 3C:  Develop the “Discover, Experience and Thrive" customized career development plan.

Describe progress toward target:

• Continued to execute the Discover, Experience, Thrive career plan with the delivery of workshops, as well as the development and distribution of the 2nd Edition of the Career Development Guide. The 3rd Edition has been completed, and distribution and marketing are planned for Spring 2021. - Complete
  
• Created open-access D2L professional development course with modules aligned with the CCTD Workshop Series. These modules are available to students and to faculty, to integrate career and professional development content into their courses. 
  
• Developed new career development modules to be included in UNIV 100 and professional development courses on campus; thus, offering a comprehensive and consistent approach to career planning and exploration on campus. This initiative helps students create their first career plan, resume and Handshake profile in preparation for on campus employment and internships. Note: The Career Planning and Exploration Module has now been changed from “optional” to “required” content for the UNIV 100 classes.

Describe challenges:

• Early Intervention - Building awareness of and support for earlier and frequent career planning intervention with students. There is an opportunity to increase positive career outcomes for students by accelerating their career planning earlier in their academic careers and increasing the number of students who participate in internships. By including career check-ins each semester, students can better plan their future, link their classroom learning to a career and improve the retention rate.
  
• Career Development Planning - The new addition of PathwayU career assessment provides an opportunity for career planning and exploration to begin as early as Quest (Orientation), to be integrating in to UNIV 100, and to partner with Academic Advising to include questions/referrals as part of their advising protocol. The idea is to shift to a proactive/intentional approach to career planning each semester.
  

Who are you collaborating with?

• REAL - General Education Review Team
  
• Student Affairs
  
• Student Success Center
• Enrollment Management (Admissions)
• Academic Advising Council
• Academic Affairs
• University Relations
  
• Center for Innovative Teaching and Learning
• Alumni Affairs
• Employer Partners  

Does strategy overlap with other goal/strategy? If so, which one? 3E, 3B, 3D

Describe next steps:

• Optimize coaching approach with Career Coaching staff to provide quality services at scale. Provide training and materials to share with Academic Advisers, Faculty and staff.
   
• Continue identifying opportunities for integration in recruiting, admissions, UNIV 100, student success center, Professional Development Courses, Academic Programs (High Impact Practices) and REAL Model.
  
• Continue development of Career and Professional Development on-line content and D2L modules and provide training ane materials to share with faculty, academic advisors, and staff.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: Marketing Materials Pathway U Career Exploration and Planning Tool

Name of person completing this Strategic Plan Progress Report: Angela Joyner, Special Advisor for the President for Partnerships and Chief Innovation Officer

Strategy 3D:  Actively cultivate employer relationships across multiple industries.

Describe progress toward target:

• The Highlander Cooperative Education Program provides a specialized opportunity to cultivate employer partnerships. Begun as a pilot in 2018, the Highlander Cooperative Education Program received was fully approved in Fall 2020 and began enrolling students in UNIV 190 Cooperative Education Professional Development course.
  
• Handshake is the CCTD Jobs and Internships Platform. Building on a base of 4172 jobs and internships posted in 2017-18, a total of 79,241 jobs and internships were posted in 2019-20. This represents a 1799% increase.
• Building on a base of 208* employers actively recruiting in 2017-18; current data indicates 278* employers actively recruiting (attending career fairs, interviewing, or hosting events) in 2019-20. This represents a 34% increase from 2017 - present. *unduplicated headcount
• Building on a base of 500 employers posting in Handshake in 2017-18; employers posting increased to 4,639 (2019-20). This represents an 828% increase from 2017 - present.

Describe challenges:

• Utilizing a consistent method of identifying, tracking, and communicating employer relationships. There is an opportunity for a more consistent method of engaging employer partners and documenting the cultivation of that relationship. Training faculty, staff and on campus partners on Handshake and encouraging the practice of sharing leads could help mitigate duplicative efforts.
  
• Diversifying our employer base by identifying and expanding strong employer partners across all industries to ensure that we are providing internship and job opportunities for students in all colleges, majors, and career fields.

Who are you collaborating with?

• Alumni Relations
  
• Advancement
  
• Academic Affairs Leadership Team
  
• Faculty
  
• Students/Parents
  
• University Relations
  
• Economic Development and Employer Partners
• SCHEV

Does strategy overlap with other goal/strategy? If so, which one? 3C, 3D, 3E, 3B

Describe next steps:

• Cultivate relationships and expand job opportunities by including all work-study, on-campus, local part-time & full-time opportunities within NRV on Handshake. This will serve as a feeder for new internships but also as a retention opportunity as well.
  
• Include industry-specific employer relations cultivation into the role of Career Coach, to build career opportunities across all colleges, majors, and industry sectors.
  
• Identify and leverage an employer relations contact-management software program to organize and share employer information.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: To be identified.

Name of person completing this Strategic Plan Progress Report: Angela Joyner, Special Advisor for the President for Partnerships and Chief Innovation Officer

Strategy 3D:  Actively cultivate employer relationships across multiple industries.

Describe progress toward target: Political Science classes and Poli Sci Day presentations (see Student Success, Goal 2, Sub-strategy 2.A) have included alums and employers representing a variety of Political Science-related career fields. Psychology boasts an outstanding alumni network that is active in helping students find internships and, then, jobs upon graduation. Recently, they convened an alumni board with seven members that meets regularly to provide programmatic feedback to ensure our graduates are highly prepared and competitive. Alumni also serve as speakers for weekly professional development colloquia for the I/O students.

Describe challenges: N/A

Who are you collaborating with? N/A

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Mathew J. Smith, Dean of the College of Humanities and Behavioral Sciences

Strategy 3D:  Actively cultivate employer relationships across multiple industries.

Describe progress toward target:

• The College collaborates with colleagues the Office of Career and Talent Development on two initiatives to support the professional development of candidates enrolled in our educator preparation programs. The college hosts an annual professional development day to prepare candidates for the job search. Candidates are engaged in a variety of workshops that are facilitated by staff members in the Office of Career and Talent Development. Candidates also have an opportunity to hear from our alumni who return as keynote speakers to share their “voices from the field.” The College also partners with the Office of Career and Talent Development on the annual Education Career Fair. Our K-12 partners share their experiences and expertise by serving as workshop facilitators and guest panelists.
  
• The Special Education program area invites Special Education administrators from our partnership school divisions to serve as interviewers during their spring mock interview sessions for candidates graduating in the spring.
• The College surveys K-12 administrators annually to determine their level of satisfaction with program graduates’ preparation and performance.

Describe challenges: N/A

Who are you collaborating with?

• The Office of Career and Talent Development
• Regional partnership school divisions: Radford City Schools, Pulaski County Schools, Montgomery County Public Schools, Roanoke City Schools, Roanoke County Schools, and Salem City Schools.

Does strategy overlap with other goal/strategy? If so, which one? N/A

Describe next steps: Continue to collaborate with the Office of Career and Talent Development to provide these important professional development opportunities for CEHD students. Develop a system for sharing data (i.e., post-graduation, employer satisfaction, etc.)

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Tamara Wallace, Dean of the College of Education and Human Development

Strategy 3D:  Actively cultivate employer relationships across multiple industries.

Describe progress toward target: CVPA continued its relationships with a number of outside businesses this academic year as well as established new relationships during this reporting period: Columbia Artist Management, Inc, CAMI/Music, Opus 3 Arts, American Shakespeare Center, Taubman Museum, Dorothy Gillespie Foundation, Berlin Opera Academy(new), IBLA, The Long Way Home Inc., Primrose Schools(new), Community Housing Partners, New River Valley Community Services, Carilion Hospital, Carilion Hospice, Medi-Home Health Hospice, Radford City Schools, Salem Nursing Home, Virginia Tech Adult Day Services, Montgomery County Schools, Christiansburg Detention Center, Pulaski Adult Day Center, Neurorestorative

Describe challenges: N/A

Who are you collaborating with? See above.

Does strategy overlap with other goal/strategy? If so, which one? AAR-Goal 1-1B AAR-Goal 4-4B SEG-Goal 8-8A

Describe next steps: N/A

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: N/A

Name of person completing this Strategic Plan Progress Report: Margaret Devaney, Dean of the College of Visual and Performing Arts

Strategy 3E:  Expand current workshops offered by the Center for Career and Talent Development to include financial literacy.

Describe progress toward target: Career Guide Integration – Include several pages focusing on financial literacy topics (i.e. budgeting, negotiating an offer, evaluating an offer, what is compensation, etc.). Completed *Jumpstart Career Development Conference - Included financial literacy sessions hosted by Truist (formerly BB&T) in 2018 and 2019. Panels featuring industry leaders and young alumni presented money management tools for students.

Describe challenges: 

• Broadly integrating Financial literacy tools and initiatives on campus
• Opportunity to leverage faculty, alumni, and partners to provide expertise in this area.
• Discontinuation of iGrad.

Who are you collaborating with? Enrollment Management Taskforce Financial Aid Advancement Truist Employer partners Alumni Relations

Does strategy overlap with other goal/strategy? If so, which one? 3C, 3D

Describe next steps:

• Continue discussions with the enrollment management and financial aid departments to explore new ways of supporting student financial literacy.
• Explore opportunities to engage alumni, employer partners and faculty to identify strategies for addressing financial literacy broadly on campus.

Describe any new investments or reinvestments (realignment of existing resources) to this initiative: None

Name of person completing this Strategic Plan Progress Report: Angela Joyner, Special Advisor for the President for Partnerships and Chief Innovation Officer