2022-2023 Sub-Deliverables
Our five-year plan outlines five outstanding success possibilities (OSPs) that, when accomplished, will represent a true measure of exemplary achievement, promising to have a far-reaching impact on the future of the University and the educational experience of our students.
OSP 1: Market-responsive Education
Building on this proud history, we strive to be a leader in the swift development of programs that meet emergent economic challenges and opportunities in Connecticut, our nation and beyond.
Outcomes
Outcome 1
Refine college and program metrics to establish program enrollment goals that drive budget allocation for successful new and existing program performance and strategic initiative funds for new market-responsive programs; while simultaneously identifying programs for either reimagining or decommissioning, through routinizing a robust program assessment plan
Outcome 2
Raise funds to create, staff, and support interdisciplinary structures at the university that will be platforms for new program development across the disciplines
Outcome 3
Revise the Core Curriculum to streamline and distinguish a coherent “core” that prepare all students for success in the new economy with emerging technologies
Outcome 4
Ensure, for each fiscal year, that incremental net student and fee revenue exceeds incremental increases in annual operating expenses, and results in an unrestricted increase in net assets from operations of at least 4%
Outcome 5
Increase external funding through grants & contracts by 10% each year for 3-5 years with a focus on funding research and projects that complement market-responsive degree programs and provide students with opportunities for competency acquisition in these areas
Outcome 6
Measure UNH’s Net Promotion Score, benchmark our NPS against peer institutions, and achieve a higher NPS by 2026
Outcome 7
Reorganize the Library to emulate the “academic library of the future” by integrating IT services and leading-edge University Library design to create the “digital learning commons” of leading institutions of higher education
Deliverables
1.1: Develop college and program metrics to establish program enrollment goals that drive budget allocation for successful program performance
- 1.1.01: Metrics: Determine core set of metrics vetted by relevant stakeholders at the institution, develop verification and implementation framework for metrics, use core metrics to establish enrollment goals and net-revenue goals (by program)
- 1.1.02: Gap Analysis and Market Data: Fully leverage Burning Glass to gather forward-looking metrics for gap analysis and to guide strategic initiatives and funds for new market-responsive programs, include stakeholder surveys
- 1.1.03: Academic Review Database: Create a version of the academic review database for all deans/chairs to see program contribution margin year over year
1.2: Program review and assessment of student outcomes
- 1.2.01: Program Assessment: Pilot a revised and sustainable internal program review and assessment plan for continuous improvement, underscoring NECHE impetus
1.3: Create or bolster, staff, and support new and existing interdisciplinary structures at the University that will be the platform for new program development across the disciplines
- 1.3.01: Proposal Evaluation: Solicit and evaluate proposals for interdisciplinary programs or centers, including mission statements, 5-year business plans, and fundraising plans
- 1.3.02: Cross-college Interdisciplinary Program Incubator: Propose and implement an administrative structure to support and credit interdisciplinary program development
1.4: Revise and showcase an interdisciplinary Core Curriculum that invites students to take an active role in their preparation for the new economy and emerging technologies
- 1.4.01: Core Curriculum Innovation Committee: Develop proposal for a Connected Core Curriculum or Core within a Core as a signature UNH program, badging/certificates, incorporate retroactive and forward-looking data for all colleges
- 1.4.02: Accelerated Core Curriculum: Develop a plan for block transfer of core courses and Adult Degree Completion
1.5: Ensure, for each fiscal year, that incremental net student and fee revenue exceeds incremental increases in annual operating expenses, and results in an unrestricted increase in net assets from operations of at least 4%, which is 7.664 million dollars in the 2021-2022 operating plan
- 1.5.01: Review recent S&P bond rating assessment to determine areas for improving bond rating (which reduces future borrowing costs)
- 1.5.02: Report and assess twice per year estimated six-month revenue, costs and margin performance
- 1.5.03: Conduct analysis of academic programs, metrics and score card to assess program performance, and required remediation efforts and improvement
1.6: Enhance external funding at the university with a focus on funding research and projects that complement market-responsive degree programs and provide students with opportunities for competency acquisition in these areas
- 1.6.01: Incentive Plan: Develop incentive plan to give faculty course releases based on the amount of indirect revenue generated and budgeted course releases
- 1.6.02: Increase grant activity: Develop a plan to increase research expenditures through grants & contracts by 10% each year in 3-5 years
1.7: Measure UNH’s Net Promotion Score, benchmark our NPS against peer institutions, and achieve a higher NPS by 2026
- 1.7.01: Survey Tool: Develop a survey tool for graduate, possibly through ChargeOut, in addition to NSSE question for currently-enrolled students
- 1.7.02: Continue to evaluate and asses the results of the Navigate semesterly poll measuring our students satisfaction as our NPS
- 1.7.03: Flash poll for alumni: Develop a strategy to implement a flash NPS poll for alumni, with amendment to include diversity questions
1.8: Pursue reorganization of the Library to emulate the “academic library of the future” by integrating IT services and leading-edge University Library design to create the “digital learning commons” of leading institutions of higher education
- 1.8.01: Staffing: Hire an Associate Provost for Digital Learning and Innovation Strategy
- 1.8.02: Goals and Action Plan: Develop action plan, timeline, and strategic goals for integrating IT and library and create a “digital learning commons”
1.9: Evaluate the University’s current brand and recommend new market facing brand development
- 1.9.01: Hire consultants: Obtain estimates from respective agencies to help build budget to identify three outside branding agencies/consultants, preferably “out of the box” thinkers
- 1.9.02: University participants: Identify key members of the University community who will support and actively participate in this scope of work
OSP 2: Transformative Student Experiences
We will be a leader in transformative experiences that empower our students and foster their sense of belonging, personal wellness and lifelong learning.
Outcomes
Outcome 1
Benchmark first-year retention rate to peer institutions, and increase our retention rate to exceed our peer group by 2026
Outcome 2
Re-envision co-curricular engagement by expanding student internships programs, employment and leadership opportunities to foster professional development
Outcome 3
Increase the 6-month post-graduation Career Outcomes Rate from 75% in 2020 to 90% by 2026
Outcome 4
Build a new student center to become a more residential campus
Outcome 5
Obtain an invitation to a NCAA DI conference that fits UNH’s academic, athletic, regional and financial profile and demonstrate that full NCAA DI improves student recruitment and retention
Deliverables
2.1: Benchmark first-year retention rate to peer institutions, and increase our retention rate to exceed our peer group by 2026
- 2.1.01: Build comprehensive academic support systems on campus by providing a network of peer tutors, academic advisors and group learning opportunities in the common first year and second year courses within each college and school with a focus on gateway and predictor courses for specific majors or programs
- 2.1.02: Create informational data sources and reports to further motivate faculty use of academic alert systems so that 60% of the undergraduate and graduate faculty utilize our strategic platforms and retention initiatives
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2.1.03: 2022/23 identify first-year programs to invest in that will improve student engagement and retention
2023/24 increase participation in these programs to 50% with first year students.
Identified Program already: learning communities, student development courses, mentoring initiatives, and FLEX. - 2.1.04: Create a high-impact infrastructure for first-year Enhanced Learning Communities with an extension to the sophomore community
- 2.1.05: Utilize university platforms, such as Navigate, institutional data, newly developed Quality of Life Survey and Campus Climate Survey to identify areas of successes and challenges related to different demographics groups to create action plans for appropriate target responses and populations
- 2.1.06: Create and intensify programming and services that support international students (undergraduate and graduate)
- 2.1.07: Benchmark first-year retention rate to peer institutions
- 2.1.08: Consolidate all academic support into academic affairs
2.2: Build the foundation for a formal on-campus internship and student employment program focused on student skill and knowledge development
- 2.2.01: Map Student Affairs CLE Competencies to the Academic Core Competencies to create a shared framework for student knowledge, skill, and ability development
- 2.2.02: Create a ‘Student Employment Task Force’ to gather and analyze all financial and operational data related to student employment to create a foundation for the re-organization of on-campus student employment and internship programs that are equitable, budgeted, and focused on student skill development.
2.3: Increase the 6-month post-graduation Career Outcomes Rate to from 75% in 2020 to 90% by 2026
- 2.3.01: Create early action career development pathways for traditionally underrepresented students to be offered the knowledge, skills, abilities, and preparation to compete equitably for paid internships, graduate school acceptance, and careers.
- 2.3.02: Review current model of the Career Development Center to identify appropriate organizational, staffing, and operational structure to ensure positive student career development and internship/employment outcomes
- 2.3.03: Develop a proposal to provide financial support lines through sponsorships, alumni giving, grants, and philanthropy to support students in unpaid internships
- 2.3.04: Improve student outcomes reporting by integrating data warehouse (internal reports and public facing reports)
2.4: Build a new student center to become a more residential campus
- 2.4.01: Create proposal with cost to develop visual renderings for the building design as a visual tool to communicate with donors.
- 2.4.02: Develop marketing plan to communicate with potential donors (problem, vision, cost estimation, benefits and deliverables, deadlines)
2.5: With Board of Governors’ approval to seek NCAA Division I membership in hand, obtain an invitation to a Division I conference that fits UNH’s academic, athletic, regional and financial profile and demonstrate that NCAA Division I improves student recruitment and retention
- 2.5.01: Demonstrate how a transition to NCAA Division 1 will improve student recruitment and retention
- 2.5.02: Secure funding and begin construction of the Peterson Performance Center to demonstrate UNH’s commitment to potential Division 1 conferences
- 2.5.03: Align fiscal budget to accommodate scholarship, staff, coaches, and operations of a Division 1 athletics department
- 2.5.04: Finalize plan to secure funding for NCAA and conference entry fees
2.6: Develop a campus-wide Skills Win infrastructure to track students’ development along a number of career and professional skill dimensions for graduate and undergraduate students
- 2.6.01: Form an administrative team to complete a needs assessment to implement a Skills Win infrastructure
- 2.6.02: Work with industry and campus leaders to create the set of career skills that should be tracked
- 2.6.03: Consult with OIT to select (or build) a tool to help enter and collect data from across campus
- 2.6.04: Collect and integrate all co-curricular experiences with the data warehouse being develop in IR (OSP 1)
- 2.6.05: Form a team to work on developing badging and micro-credentialing for Skills Win
OSP 3: Justice, Equity, Diversity, Inclusion, and Service
The University of New Haven embraces diversity and recognizes our responsibility to foster a diverse, inclusive, and welcoming environment in which all members of the Charger community of all backgrounds and identities can learn, work, and live together. We benefit from the academic, social, and cultural developments that arise from a diverse campus that is committed to equity, inclusion, belonging, and accountability.
We have a responsibility as a community and as individuals to address and remove barriers, achieve success, and sustain a culture of inclusivity, empathy, kindness, and compassion. We encourage, welcome, and embrace participation in ongoing dialogue, engagement, and education to critically examine and thoughtfully respond to the changing realities of our community. Diversity, equity, inclusion, acceptance, and belonging enrich the Charger community and are instrumental to institutional success and fulfillment of the University mission.
We will make an unprecedented commitment to public service, social justice and diversity, equity, inclusion & belonging.
Outcomes
Outcome 1
Remove institutional barriers to ensure traditionally underserved students have equitable access to an exceptional UNH education
Outcome 2
Establish diversity, equity, inclusion and belonging among our leadership, faculty and staff by increasing and sustaining employee diversity to equal to that of the student population
Outcome 3
Increase public service, service learning, study abroad and compensated internship opportunities on and off campus and provide financial, career, and academic support to students
Deliverables
3.1: Identify institutional barriers to obtaining an exceptional UNH education
- 3.1.01: Form multidisciplinary committee of faculty, staff, and students to identify institutional barriers
3.2: Develop, publicize, and support a university-wide diversity action plan
- 3.2.01: Publicize the University’s updated Diversity, Equity, Inclusion, Access, and Belonging mission statement and its respective website
- 3.2.02: Operationalize DEIAB mission statement
- 3.2.03: Determine future of biannual Campus Climate survey data
- 3.2.04: Develop and publicize a University-wide Diversity Scorecard showing disaggregated data depicting student, staff, and faculty diversity
- 3.2.05: Develop a response team to provide a campus-wide communication on diversity, equity and inclusion related matters
- 3.2.06: Disseminate findings and recommendations of Diversity Curriculum Assessment to campus community
- 3.2.07: Determine future “home” and use for DEI curriculum assessment tool
3.3: Ensure all enrollment and recruitment personnel consider and are sensitive to the needs of prospective (and incoming) first-generation, BIPOC, non-traditional, and underrepresented students
- 3.3.01: Develop and provide ongoing training/education for enrollment and recruitment personnel to understand the unique challenges of prospective and incoming underrepresented students as a pilot training program that could be launched for other academic and administrative departments.
- 3.3.02: Assess results of pilot training program from 3.3.01
3.4: Periodically assess and solicit University alumni perspectives, successes, and recommendations (1-year and 5-year since graduation)
- 3.4.01: Evaluate alumni survey (see 1.7.03) to inform changes to the University-wide diversity action plan and on-campus, recruitment, and diversity-equity-inclusion-and-belonging related activities
3.5: Enhance recruitment outreach to diverse communities throughout Connecticut and New England region
- 3.5.01: Build, maintain, and support partnerships with high schools from diverse communities across Connecticut and New England region
3.6: Significantly increase the number of BIPOC, and other historically marginalized groups in academia, full-time and part-time faculty and staff within the next 5-year period
- 3.6.01: Identify HR individual to spearhead 3.6
- 3.6.02: Institutionalize hiring and retention practices that consider diversity, equity, inclusion and belonging for faculty, staff, and administrative positions
- 3.6.03: Pilot Diversity Search Ambassadors Program
3.7: Develop scholarship/stipend program to support students who obtain unpaid internships to ensure equitable access to opportunities
- 3.7.01: Develop paid internships/co-ops/fellowships with industry, community, and other partners to ensure equitable access to opportunities
- 3.7.02: Determine the percentage of paid internship per year and develop a plan to increase the percentage of compensated internship opportunities
- 3.7.03: Develop metrics to ascertain the percentage of BIPOC students undertaking internships annually to compare to non-BIPOC peers. Upon review, determine appropriate actions as needed.
- 3.7.04: Increase utilization of Federal Work Study awards to improve student internship access
3.8: Create a University-level Center for Community Engagement
- 3.8.01: Support and facilitate interdisciplinary initiatives that addresses social inequity. These would include combinations of curriculum, research, and/or community work.
- 3.8.02: Identify individual to initiate community engagement and service learning opportunities and who will facilitate creating a vision for the Community Engagement Center
- 3.8.03: Create and maintain program-specific tracking systems, course evaluations, reports and records related to community partnerships
- 3.8.04: Create a plan to ensure a diverse array of students participate in study abroad/study away opportunities
OSP 4: Customized Educational Models
We will meet the needs of a larger community of learners by delivering customized and non-traditional educational delivery models.
Outcomes
Outcome 1
Create an internal community engagement structure designed to develop and sustain partnerships with for-profit and non-profit entities
Outcome 2
Increase net revenue for non-traditional learners by 10% each year and increase alternative educational model net revenue to $400,000 by 2026
Outcome 3
Leverage existing partnerships and create new partnerships with local, regional and national corporate and community organizations to enable workforce development through new programs, certificates or badges
Deliverables
4.1: Create a centralized cross-functional (matrix) structure for successful partnerships
- 4.1.01: Assess our current partnerships and identify “owners” of relationships. Facilitate partnerships and collaborations with corporate, community organizations, and vendors.
- 4.1.02: Establish KPI’s at a University level for accountability, i.e. number of targeted partnerships
- 4.1.03: Have representatives/owners who work with external partners from across the institution that work in consort with the ERC to meet KPIs
- 4.1.04: Centralize and organize the CRM process to identify and maintain relationships throughout the University
4.2: Increase the number of non-traditional revenue opportunities
- 4.2.01: Identify and prioritize the target markets for part-time non-traditional learners. Create annual targets for growth.
- 4.2.02: Utilize Burninglass data to continue to focus on best programs for future flexible models
- 4.2.03: Clarify process and budget for every new program and accountability for attaining proposed program outcomes/goals
- 4.2.04: Expand Stackable credential model – pilot potential stacks first. Focus on online and hybrid programs for the domestic non-traditional market and track success.
- 4.2.05: Expand Digital Badging project by targeting appropriate courses without diluting the value of a badge
- 4.2.06: Provide accessible pathways to support these non-traditional target audiences including processing and people for support – for both degree completion and stackable credentials
- 4.2.07: Explore new pricing models for new offerings
- 4.2.08: Increase marketing spend to align with the targeted increase in non-traditional enrollment
- 4.2.09: Develop customized short programs for corporations/organization to assist with their corporate learning
- 4.2.10: Increase marketing spend to align with the targeted increase in non-traditional enrollment
- 4.2.11: Develop customized short programs for corporations/organization to assist with their corporate learning
- 4.2.12: Develop a plan to increase revenue from campus and conferences
4.3: Leverage existing partnerships and build new partnerships
- 4.3.01: Analyze the cost to create the infrastructure to support and foster new partnerships to generate new revenue streams
- 4.3.02: Identify key contacts within organizations who would be essential for the development of new educational programs/models and identify the owner of that relationship
- 4.3.03: Evaluate the ability to seek donor gifts for unique educational models
- 4.3.04: Coordinate Community Engagement within OSP 3.7.03
OSP 5: People First
We will be an employer of choice that attracts, cultivates, and retains talent by fostering a great work environment, and a culture that focuses on supporting people while recognizing and rewarding effective performance.
Outcomes
Outcome 1
Create a strategically focused HR organization that is proactively aligned to deliver best-in-class service to the academy, focusing on both strategic and functional excellence
Outcome 2
Build an interactive and engaging learning experience that gives managerial talent the confidence and skills needed to be successful in a frontline leadership role, increasing effectiveness and building relationships to get work done
Outcome 3
Build partnerships across the university in support of engagement, leading to the enhanced sharing of ideas, better collaboration, productivity, and retention between all faculty by focusing on core professional development opportunities to advance our mission and goals in teaching, research, and service
Outcome 4
Evolve the organization structure and refine internal processes and responsibilities to allow staff to focus on work that aligns to their core strengths, that best helps departments, students, and colleagues to maximize achievement of the University objectives
Outcome 5
Create and support a performance-based culture where values, behaviors, and expectations are linked to the University’s mission of meeting the needs of higher education, and employees are assessed and rewarded on their effectiveness in meeting agreed upon goals
Outcome 6
Reinforce a culture that recognizes creation/increase of value and engagement, leading to the enhanced sharing of ideas, better collaboration, productivity, and retention of employees
Deliverables
5.1: Create a strategically focused HR organization that is proactively aligned to deliver best-in-class service to the academy, focusing on both strategic and functional excellence
- 5.1.01: Meet with leadership within assigned HRBP areas and identify opportunities to further the understanding of the HR Business Partner role, and suggest strategies to improve employee engagement, productivity and/or retention.
- 5.1.02: Complete electronic employee recordkeeping project. Complete transition of existing onsite files, catalog and scheduling of record retention and maintenance, and finalize process for all new hire/newly created Banner accounts.
- 5.1.03: Conduct best in class research on HR analytics dashboards and inventory existing HR reports and capabilities to create valuable data set for university leadership. Conduct gap analysis and ascertain ability to produce effective dashboard.
5.2: Build an interactive and engaging learning experience that gives managerial talent the confidence and skills needed to be successful in a frontline leadership role, increasing effectiveness and building relationships to get work done
- 5.2.01: Backfill critical Director, Organizational Development & Talent Strategy position to lead core talent management initiatives and programs
- 5.2.02: Design phase I Management Academy training curriculum and survey; launch pilot
- 5.2.03: Finalize DiSC assessment cost (via LinkedIn Learning) for phase I
- 5.2.04: Finalize phase II Management Academy program scaffold for FY24 build
5.3: Build partnerships across the university in support of engagement, leading to the enhanced sharing of ideas, better collaboration, productivity, and retention between all faculty by focusing on core professional development opportunities to advance our mission and goals in teaching, research, and service
- 5.3.01: Establish university task group to conduct needs assessment to drive CTE and faculty professional development goals and future strategy.
- 5.3.02: Pilot customized professional development learning opportunities for faculty that meet the strategic needs of the learner(s) and our institution.
- 5.3.03: Create inter/intra departmental, informal mentor networking opportunities.
- 5.3.04: Execute monthly Faculty Development Day with established curriculum and associated programs in identified areas of targeted growth opportunities.
- 5.3.05: Inventory our grant and proposal writing training programs to maximize effectiveness.
5.4: Evolve the organization structure and refine internal processes and responsibilities to allow staff to focus on work that aligns to their core strengths, that best helps departments, students, and colleagues to maximize achievement of the University objectives
- 5.4.01: Use Allucian Workflow capabilities for manual HR system transactions, where possible. Pilot PDO process for select employee record changes based on system requirements.
- 5.4.02: Continually assess, modify, and improve the usage of Interfolio technology and reconfigure our processes to maximize hiring efforts and efficiencies, allowing units the capability to proactively plan for and simplify recruitment activities, making it easier to assess the best talent for their open positions.
- 5.4.03: Assess alternate applicant tracking system technology option(s).
- 5.4.04: Execute new university onboarding program.
5.5: Create and support a performance-based culture where values, behaviors, and expectations are linked to the University’s mission of meeting the needs of higher education, and employees are assessed and rewarded on their effectiveness in meeting agreed upon goals
- 5.5.01: Execute phase I of staff performance appraisal changes, which includes updates to website, goal setting form, university core competency revisions, and broad competency guide.
- 5.5.02: Provide recommended changes to FY23 staff performance appraisal for Cabinet consideration, inclusive of competency alignment, performance and competency assessment, and proposed performance rating scale (alignment to future merit pay guidelines). Implement changes for mid year assessment usage
- 5.5.03: Complete draft of a revised Faculty Activity Report and Faculty Performance Rating system that includes 5 rating categories. (This is step 3 in the FAC drafted scope of work for the FAR revision.)
- 5.5.04: Finalize career framework project with vendor partner and create associated compensation grades, pay administration guidelines along with change management plan for administrative positions.
5.6: Reinforce a culture that recognizes creation/increase of value and engagement, leading to the enhanced sharing of ideas, better collaboration, productivity, and retention of employees
- 5.6.01: Provide draft of university core values and competency branding campaign for Cabinet approval.
- 5.6.02: Evaluate peer to peer recognition capabilities and/or technology showcasing the demonstration of university core behaviors amongst employee population.
- 5.6.03: Migrate annual service award program, Staff Council recognition awards, and other annual staff programs into one celebratory event for efficiency, utilizing core values and competencies as the thematic basis and foundation for recognition criterion.
- 5.6.04: In conjunction with HR, research the creation of an ambassador program where we train and reward faculty and staff for assisting in the development of partnerships.