2013 – 2018 STRATEGIC PLAN
SUMMATIVE PROGRESS ASSESSMENT REPORT 2013-14 – 2016-17
Ronald A. Johnson, Ph.D. President
May 2017
PART II CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
⌦ Priority 1: Increase Headcount Enrollment
Primary Oversight: Provost and Vice President for Academic Affairs and Executive Vice President/VP for Business and Finance Parties Responsible: AVP for Enrollment Services; VP for Student Affairs
Goal 1.0: Attract an increased number and diversity of students who graduate at higher rates and are equipped to succeed in their careers.
Objective 1.1: Initiate an intensive recruitment plan DIRECTIONS PROGRESS STATUS 1.1.1 Package and market distinctive COMPLETED AND ONGOING academic programs and co- • Renewed sound partnerships between various Enrollment Service units and Academic Departments curricular services • Created recruitment materials for schools with marketing items such as tokens, professional banners table cloth, program literature, etc. The School of Education will package all entry information by program on flash drives for distribution • Conducted several year round campus tours IN PROGRESS • Expanded UG & GD course offerings, delivery times, pedagogical methods • Marketed new changes to meet the needs of students (e.g., development in the new core/general education that allows accelerated time-to-degree, UG courses are now offered in a block scheduling format rather than 10am to 2pm, more GD programs are offered in the evening) • Developed and promoted synergistic programs that bridge the gap between academic and career pathways and success (e.g., Career Pathways Initiative) • Implemented guided pathways (e.g., Finish-in-Four campaign, in which UG students are encouraged and advised to take 15-18 credit hours each semester in order to increase their chances of graduating in 4 years) • Established UG Health Sciences Academy (UHSA) with Morehouse School of Medicine 1.1.2 Design and implement demographic COMPLETED shift profile to target desired • Partnered with Royall & Company, an Admissions Marketing firm, to identify the optimum academic and demographic profile of enrollment students for enrollment. Increased nearly 90% applications in fall 2016 over fall 2015 resulting in higher admit and enrolled yield • Recruited first-year freshman with higher SAT score of 902; ACT score of 20, and a 3.17 GPA compared to previous years • Established partnerships with the California Community Colleges system (spring 2015) and Georgia Piedmont Technical College (spring 2017) to increase and create seamless pathways for transfer students • The School of Education has conducted several recruitment trips with strategic populations. In response to the demographic shift, the Educational Leadership Department offers an onsite cohort delivery model by going to the target areas. In 2017 the Department will award 10 doctorates and will begin a new doctoral cohort in Spring 2018 in addition to a cohort for the Masters.
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
IN PROGRESS ⌦ • Implemented outreach and recruitment efforts to a broader, more diverse pool of students, to include but not limited to various areas of diversity such as, socioeconomic, gender, geography, race/ethnicity, international, nontraditional (e.g., transfers, veterans, adult learners) • In spring 2017 (4th year of Strategic Plan implementation), the headcount enrollment is 3884, comprising of 791 graduate students; 38% 6-year graduation rate; 67% 1st year retention rate; 10% international students; and 5% other race of U.S. students • The School of Education is conducting a feasibility of Spanish translated program literature; pursuing an articulation with Georgia Piedmont College and Atlanta Technical College for a 2+2 arrangement through the Office of Transfer Students; prepared a MOU with Call Me MISTER - an intense recruitment, mentoring and retention plan for minority male teachers; and continue with the Gwinnett Public School’s agreement to conduct on-site cohort delivery of degrees 1.1.3 Increase admit rate and decrease COMPLETED turn-around time for processing • Developed and maintained an Enrollment Taskforce to monitor and track each aspect of the enrollment funnel (Spring 2014- applications present) IN PROGRESS • Streamlined all core enrollment support processes to improve efficiency and delivery time of fundamental enrollment response rate for constituents, and to maximize the required capacity, timelines, accuracy, and skill sets of increased diverse students • Implemented following technological solutions for efficiency and applicant accessibility: 1. Membership in various Standardized Application Consortia (e.g., Common Application, Common Black Application) 2. Axiom (automated data transfer solution) 3. Fireworks, a Customer Relationship Management System to assist students in completing one common application in the consortia • Worked with the School of Education designee/liaison to advocate and monitor application processes
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
Objective 1.2: Implement an inclusive student financial planning advisement and management⌦ paradigm DIRECTIONS PROGRESS STATUS 1.2.1 Prepare cost analysis through COMPLETED predictive modeling and econometric • Engaged Ruffalo Noel Levitz to build a predictive modeling for optimally leveraging financial aid resources to support the modeling tools to calculate pre- University’s mission, vision, and strategic imperatives award projections IN PROGRESS • Analyzed the effectiveness of current financial aid awarding policies and alternative strategies for new UG for achieving enrollment goals 1.2.2 Establish an academically and COMPLETED financially sustainability model for • Maintained cost-of-attendance at a flat or modest rate, due to student sensitivity to price and have exceeded enrollment targets students to determine persistence for seven consecutive semesters since Fall 2014 IN PROGRESS working to identify appropriate tuition pricing and other direct costs to balance student and University interests 1.2.3 Offer support programs in Financial COMPLETED Literacy, awareness and • Partnered with American Student Assistance (ASA) Corporation to provide materials, resources, and tools to enhance Financial responsibility Literacy Program and measure student engagement outcomes. Currently 2,460 students are provided Financial Literacy services. Compared to spring 2016 in spring 2017: . Student participation in the program increased by 68% . Students delinquent on student loan decreased by.1% . Students in good standing on student loans increased by 3%; . 50% score a 70% or higher on the fundamental pre-assessment; following participation in the programs,70% of the students score a 75% or higher; . 12% increase of all participating students in budgeting/savings; . In fifteen months, increased student ambassadors from 2 to 25 to provide individual and collective peer financial educational counseling. The goal is to establish a minimum of 75 student ambassadors by fall 2017 IN PROGRESS Initiated Financial Literacy program modules funded by Title-III. Performance objective data will be available as established activity deadlines are met 1.2.4 Target scholarships to attract and COMPLETED compete for high achieving students • Hired a full–time director of scholarships to administer and manage the awarding process of scholarship funds with higher income • Leveraged academic scholarships to attract a more academically qualified student with higher income which increased EFC (Expected Family Contribution) in various scholarship categories. During the past four years (Fall 2013- 2016) the Merit, Dean’s, Provost, and Presidential Scholars’ EFCs increased by 124.56%, 52.17%, 34.46%, and 51.69% each year. IN PROGRESS • Offered scholarships to high-achievers with higher incomes with some success • Enhanced the outcomes for this target cohort through the utilization of predictive modeling resulting in successful enrollment
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
Objective 1.3: Implement a University-wide comprehensive retention plan ⌦ DIRECTIONS PROGRESS STATUS 1.3.1 Expand opportunities in educational COMPLETED support services, co-curricular • Revised and updated the Student Code of Conduct and presented it to the entire 2016-2017 incoming first year class. activities and residential • Participated in resident hall meetings to address student conduct concerns. All halls were visited during the academic year. living/learning programs • Opened the new PantherFit exercise facility for students to support the holistic development of the student • Coordinated recruiter engagements to include the establishment of an annual CAU Career Forum to highlight in the areas of Mass Media Arts, Psychology, Criminal Justice and Business • Provided ongoing student training workshops to utilize the University’s recruitment software system • Held fall iLead Student Leadership Institute for Council of Chartered Organizations (CCO) members including sessions for advisors • Hosted screening and panel discussion of the Quad with the executive producer and faculty member from the Mass Media Arts with a student in Theater Arts moderating the discussion. • Hosted a Welcome Back Week for spring 2017 with activities that included Movie Screening, Opening Mic, Trip to the Outlet, Game Nigh and Karaoke IN PROGRESS • Adjudicated over 250 cases from August 2016 throughout the academic year and included educational sanctions such as community service, online awareness classes and reflection papers. • Offered HPEERS – Safe Sex Seminar(s) presented by the Health Services Center in conjunction with Counseling and Disability Services • Held Annual Health Fair to promote Healthy Habits and Lifestyles • Offered Seminar Series such as Call to True Beauty, Stress & Time Management, Mental Health Seminars, Denim Day, etc. • Offered annual workshop to students and faculty on recruitment trends and use of Career and Professional Development recruitment tools 1.3.2 Integrate access to academic IN PROGRESS advisement, tutoring, research, and Academic Affairs: technologies • Prior to spring 2017, the following guidelines were used to determine who advised students, before the current structure that is outlined in this document. First-year students were advised by the professional advisors in the Office of Academic Enrichment and Success. Juniors and Seniors were advised in the Major Department by faculty Students also have access for tutorial assistant through an online tutorial tool, Smarthinking via CANVAS. • Acquired several technology solutions as follows: . EAB (Education Advisory Board) - Student Success Collaborative Campus, a predictive analytics solution, for advising students . GradesFirst, an early alert system for tracking student performance, will be deployed to entire undergraduate student body
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
. Advising Kiosks, to help students identify their major advisors (to be installed in ten campus buildings . Enhanced DegreeWorks, a degree-audit system designed to help advisors⌦ and students track progress to degree
University Registrar: Degree Audit • Entered initial UG/GD programs Test Plan into DegreeWorks advisement system accessible to Registrar’s office, faculty and staff advisors in December 2014. • Implemented UG programs used by the Registrar’s office to complete awarding of over 900 UG degrees since AY 2016 • Used DegreeWorks to clear GD students in isolated instances to test the programs • Completed upgrade test in October 2016 and scribed 65% of new UG programs in test Course Scheduling • Entered more than 6030 courses into Banner and made available since AY 2016prior to academic advisement • Piloted New Cross-Registration Process in spring 2016 and fully implemented in fall 2016. • Enhanced student advisement and enrollment processes in conjunction with OITC through BANNER upgrades in areas such as: National Student Clearinghouse; E-transcripts Test Plan; Online Graduation Application Test Plan; Argos Rollout Plan • School of Business developed and is implementing a new School-wide advisement program through a group of students studying Six-Sigma Academic Alerts • Monitored posting of attendance and mid-term grades each term to assist faculty and advisors with early intervention strategies • Posted Academic standing and generated end of term lists for developing UG/GD student academic progress plans GATRAC/MOWR • Created with GATRACS partnership one web site portal to make transfer information easily accessible for students in Georgia to persist in college and complete college education • Completed manual entry of 8,171 AUC course equivalency records in Banner in 2016 • Uploaded equivalencies for Georgia Independent Colleges in ZORTRAX portal in 2017 for: Brenau Univ.– 2634; CAU – 2281; Savannah College of A& D – 1246; Mercer Univ. – 1429; Point Univ. – 1250; Reinhardt Univ. – 144; Berry College – 291; Agnes Scott College – 1558; Young Harris College – 163 • School of Business developed and implemented a new School-wide advisement program in which faculty and staff are centrally located for students to reach advisors
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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1.3.3 Initiate a strong academic guidance, IN PROGRESS counseling and mentoring support Academic Affairs: ⌦ structure Reorganized academic advising structure resulting in a new set of three professional advisors (Retention and Graduation Specialists) to join the existing team of four academic advisors to provided proactive advising to students. A total of seven advisers will be assigned to each of our four academic schools, including special student populations such as Honors and Scholars Programs, Student-Athletes, and International Students. The School of Arts and Sciences will be assigned three advisors due to its size. The advisors will participate in appropriate and regular professional development opportunities, and will be centrally managed but school- based to provide academic support to the case-load of undergraduate students in the school to which the advisor has been assigned. Additionally, the advisors will be under the supervision of the deans. This redesign aligns with national best practices. 1.3.4 Increase internships, international COMPLETED AND ONGOING studies and study abroad • The School of Education requires practicums, and internships for all of its degree certification program experiences related to academic • The Mass Media Arts degree program in school of Art and Sciences requires study in Paris as part of a filmmaking course programs Invisible identities of the African Diaspora • The School of Social Work currently has 187 active affiliation agreements with various organizations across metropolitan Atlanta where students complete their practicums as part of the MSW program requirement towards obtaining their BSW and MSW degrees; as mandated by CSWE, the school’s accrediting agency. • Established relationships and partnerships with faculty within the school of Arts and Sciences to increase student awareness of the CPD services available including internships. Presented overview of services at the Council of Deans meetings and identified key faculty within each department to serve as liaisons to the CPD department. • Provided transportation for students to participate in the Georgia Association of Colleges and Employers (GACE) College fair: 2013/2014: 16 students participated. • Students participated in the 2014-2015 Georgia Association of Colleges and Employers (GACE) College Career Fair • Provided on campus Career Activities to students through 412 organizations in AY 2013; 335 in AY 2014; 325 in AY 2015; and 388 in AY 2016. • Increased number of students studying abroad from 17 in AY 2014 to 58 in AY 2016 (241%) • Facilitated partnership through GA Congressman “Hank” Johnson’s (CC ’76) to became a member of the HBCU-China Scholarship Network, a consortium of 42 HBCU formed in 2014, resulting in 19 students and 5 faculty, staff, administration participation in a two-week cultural tour of Beijing and Shanghai, China during May 2016. Students attended lectures on Chinese history and culture, US-China relations and China’s economic development; participated in cultural tour of the Summer Palace, the Great Wall, a visit to the Wetland Museum, workshops on Chinese painting, and Chinese Culinary Art. The Network facilitates the implementation of 1,000 scholarships awarded to HBCUs as announced by Chinese Vice Premier Madam Liu Yandong in November 2013. • Three students participated in study abroad program in Cuba and South Africa during AY 2016
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
IN PROGRESS ⌦ • Career and Professional Development is working on developing promotional material for study abroad program offerings and requirements • School of Education requires practicums and internships for all of its programs • School of Arts and Sciences have numerous student internship opportunities and are constantly receiving notices/invites • A study abroad program is being developed in Cuba and Jamaica by faculty in the Department of History, African American Studies and Africana women’s Studies • MOU for study and exchanges with Yangzhou University, China is in progress • School of Social work has recently applied for external funding via KAKI Grant to help establish and develop a bridge course for International student enrollment and exposure to study abroad possibilities in social work practice with partner schools of social work in Barbados, Ghana, Guyana and Cuba; with possible field placements in Barbados in AY 2018 • School of Business students are encouraged to participate in international education (study abroad) experiences. Approximately 20 undergraduate business majors participate in University-sponsored study abroad programs each year. • Joined Scholar Bridge which allows students to identify internships opportunities at other universities and federal labs • RISE, LSAMP, NSF TIP and other funded projects facilitate internship opportunities at other universities and federal labs. • The Center for Undergraduate Research and Creativity (CURC) supports students in finding internships • Undergraduate Health Sciences Academy (UHSA), established through the Morehouse School of Medicine, arranges and supports internships in the biomedical sciences for students
1.3.5 Provide faculty development and COMPLETED support related to student services • Briefed all faculty on the revised Student Code of Conduct and trained select faculty to serve as hearing officers and panel members on student conduct policies. IN PROGRESS Academic Affairs • The Career and Professional Development Office has developed a four-year career planning process that starts with the students’ initial campus orientation and continues throughout the student lifecycle. Currently, many students and faculty are unaware of this resource. So in addition to CAU’s major curriculum reform, our focus continues to remain on student and faculty development programs to ensure that our students are exposed to career planning and professional development throughout their college matriculation through coursework and extracurricular activities. Furthermore, our aim is to ensure that faculty – through research, training and interaction with potential employers – remain current on employment opportunities for new graduates in their specific fields. • Career and Professional Development (CPD) met with faculty during Spring 2017 to introduce CPD services and the new recruitment tool, Handshake and provided handouts to faculty members for posting and distribution • Student Involvement and Leadership (SIL) hosted a faculty and staff Conference and provided training to serve as Campus Advisors to Chartered, Clubs and Organizations (CCO) • Secured funding from UNCF Career Pathway Initiative (CPI) to support faculty professional development
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
1.3.6 Increase student engagement in COMPLETED ⌦ community and civic service learning • Office of Religious Life (ORL) students participated in The Evelyn Lowery Civil Rights Tour and shared their experience with others; ORL worship Choir were featured choir at Ben Hill UMC for BMCR; ORL students doing volunteer service in local churches; ORL community service projects include UMW for homeless and disaster victims; and Black Male Initiative with local churches • During AY 2016 and 2017, the Honors and Scholars Program engaged over 440 students in various community and civic service learning projects such as Atlanta Women’s Day Shelter, West End Community Urban Garden, Sickle Cell Foundation of GA, Inc., Joseph and Evelyn Lowery Institute, Brown Middle School, M. Agnes Jones Elementary School, Booker T. Washington High School, Clothing Drive in Augusta, GA, Northwest Earth Institute, Downtown Atlanta Women’s March for Science, Red Cross Blood Drives, International Human Trafficking Institute, U.S. Coast Guard Reps, Camp Blue Ridge North GA, and Camp Exposure, GA • UPS Scholars program, funded by UPS Corporation Foundation to provide AUC Center institutions the opportunity to offer tutorial instruction to students at Fickett Elementary School • Student Involvement and Leadership department sponsored over 35 student organizations to participate in donating and delivering Grocery store gift cards ($30 value) for Thanksgiving to the Division of Family and Children Services (DFACS); adopted a class at Fain Elementary for the ‘Tis the Season project assisted by several faculty and staff to provide families with gift cards and toys for the holidays; and engaged new freshmen in a service project at Oasis at Scholars Landing, an Assisted Living Community, during the Martin Luther King Day of Observance in spring 2017 • Established Lowry Institute Change Agent Program in AY 2013 and have engaged over 185 student participants to date. Each year more than 1000 student participate in community service projects such as, Student Organizational Fair, Welcome Back Week, iLead Student Leadership Institute, Thanksgiving Food Drive Baskets, Tis the Season, etc. • Many students volunteered and served in community projects such as Community Day at George Alexander Towns Elementary; The Fulton County Department of Family & Children Services (DFACS); Georgia Tobacco-Free Colleges and Universities Summit, Community Festival and Consumer Financial Services Fair, SCLC W.O.M.E.N, Inc.; National Day of Service and Remembrance, a charitable service to 9/11 victims, survivors, and those who rose up in service in response to the attacks; Truly Living Well for Natural Urban Agriculture (TLW); Life in a Box (Toiletry Drive); Kids in Need; Learn to Grow, Inc.; Community Council of Metropolitan Atlanta, Inc.; Femedelacreme Mentoring Program and the Student Chapter of the National Association of Blacks in Criminal Justice (NABCJ); Kiwanis International; AIDS Walk, MLK Day of Service, Earth Week, etc. • Increased student participation in local community and service projects by 25% from 49 agencies/organization in AY 2013 to 61 in AY 2014 • Increased student support to local community/volunteer service to organizations by 71% from 166 in AY 2013 to 284 in AY 2014 • Developed and strengthened relationships with local community service agencies and increased student community volunteer service hours by 23% (more than 10% target) from 1,780 service hours in AY 2013 to 2,189 in AY 2014
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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Objective 1.4: Streamline processes for all core enrollment support areas to maximize the required⌦ capacity, timeliness, accuracy, and skill sets for increased diverse students DIRECTIONS PROGRESS STATUS 1.4.1 Integrate information technology COMPLETED systems to ensure proactive reports • Reviewed and Implemented a new recruitment software, Handshake for students’ career search and alerts for timely assistance to • Adapted electronic system to replace certified mail procedure for notification of judicial violations. students and clients • Launched the Medicat electronic health records system
IN PROGRESS • SHS has completed both Practice Management and EHR. Online Student Portal would be highly beneficial for secure communication of confidential information between providers/staff and students such as lab reports, submission of immunization records and other pertinent information. • EverFI: Alcohol & Drug Awareness training electronic portal. Sponsored by Counseling and Disability Service in conjunction with Student leadership and Development. • Academic Affairs has implemented GradesFirst and DegreeWorks to ensure proactive reports and alerts for timely assistance to students and clients. GradesFirst is an early alert system for tracking student performance currently in the Athletics Department and will be deployed to entire undergraduate student body by fall 2017. • Enhanced version of DegreeWorks, a degree-audit system designed to help advisors and students track progress to degree. • Coordinating the Integration of a new reporting template for Housing and Residential Life to include reconciliation information from various stakeholders within the university to include the office of Student Accounts, Enrollment Services and Admissions. • Integrated current residential life software (StarRez) to a cloud based platform. 1.4.2 Provide annual assessment plan IN PROGRESS training workshops to faculty and • Four mandatory annual assessment plan training workshops (2 each term) to faculty and staff are conducted through the Office of staff Planning, Assessment and Research (OPAR) 1.4.3 Administer annual surveys of faculty, IN PROGRESS staff and students related to attrition • Administered annual surveys to faculty, staff, and students related to attrition issues and other critical areas of need: No-Show issues Student Survey; CIRP Survey; Senior Exit Survey; Advisement Survey; Marketing Survey; Campus Bike Share Program Survey; Title III Facilities & Technology Faculty Survey; Title III Facilities & Technology Student Survey; Auxiliary Services Customer Satisfaction Survey; Facilities Customer Service Survey Report; Housing Survey. 1.4.4 Collect and analyze records and COMPLETED AND ONGOING data on career internships, coop, • Collected, compiled and analyzed student placement records and contact information data for more than 1000 graduating seniors and placement since AY 2013
IN PROGRESS • Administering the First Destination Survey to 2016 graduates and data collected at graduation explosion for 2017 grads housed in Career and Professional Development office
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
1.4.5 Conduct periodic reviews of all COMPLETED ⌦ Ongoing academic, administrative and • Career and Professional Development attended all first year seminars to educate students on resume writing, educational support programs and interviewing, Handshake software and a variety of services provided by the Office 2016/2017 annual assessment of program • Completed Student Satisfaction surveys. performance and student outcomes IN PROGRESS Academic Affairs: • Periodic reviews of all academic, administrative and educational support programs and annual assessment of program performance and student outcomes of conducted to alignment with SACSCOC Comprehensive Standard 3.3.1 – Institutional Effectiveness, to include: 3.3.1.1 – Educational Programs, 3.3.1.2 – Administrative Support Services, and 3.3.1.3 – Educational Support services • The School of Business instituted a comprehensive Assurance of Learning (AOL) Program; performs annual AOL assessments of program goals for each of its programs as a requirement for AACSB –International accreditation. The undergraduate learning goals are: leadership, ethics, critical thinking, communications, technology, globalization, and fundamental business knowledge. The graduate learning goals are: analysis, communications, ethics, leadership, perspectives, globalization and fundamental business knowledge. The AOL assessment program is a key tool for continuous academic improvement
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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Priority 2: Distinctive Academic, Research, and Student Support⌦ Programs
Primary Oversight: Provost and Vice President for Academic Affairs Parties Responsible: VP for Academic Affairs; VP for Research & Sponsored Programs; VP for Student Affairs
Goal 2.0: Develop and enhance academic, research, and support programs recognized for their distinctiveness, innovation, and ability to prepare graduates sought after by employers and entrepreneurial community as well as graduate and professional schools.
Objective 2.1: Implement best practice standards of quality for all academic, research and support programs DIRECTIONS PROGRESS STATUS 2.1.1 Develop campus-wide definition of COMPLETED and certification criteria for program • The School of Education programs and professional standards of practice are governed and aligned to regulatory definitions per uniqueness, and innovativeness AACTE/NCATE/CAEP accrediting agency and the Georgia Professional Standards Commissions to ensure eligibility for State including national and international licensure. The Counselor Education program is GaCREP accredited. standards and defined ROI for • The School of Social Work is accredited by the Council on Social Work Education (CSWE) and adheres to all regulatory policy and individual program sustainability standards specified by the Educational Policy Accreditation Standards (EPAS), which require that competency based education is delivered in the classroom. Field Education is considered as the signature pedagogy for the profession. The professional standards of practice are aligned with the National Association of Social Workers, Code of Ethics. All graduate students are prepared for GA state licensure at the Master level (LMSW). • The School of Social Work accreditation site visit for the UGR and GRD (Masters) programs occurred Fall 2014; this process required an internal review of both programs to include learning outcomes based on assessment data that covered the period of AY 2012-2014. IN PROGRESS Academic Affairs: • The new UG curriculum is grounded on innovation and economic inclusion, creating a pipeline of graduates in areas where African Americans and underserved populations are underrepresented in the workplace. At its core is producing graduates who are independent learners and thinkers, and who seek to make a difference in their world through actions and ideas that matter. The curriculum and related co-curricular activities are intentionally designed to advance innovation, motivation, and success (AIMS). Students are motivated by faculty and professional staff to learn critical skills; to use those skills to think in ways that result in ideas that matter; to use the ideas as innovators to create products that will, upon graduation, enhance their meaningful engagement in their chosen fields, including engagement as citizens of a diverse and democratic society in a constantly changing global knowledge economy. • The School of Education’s accreditation renewal with CAEP is scheduled for AY 2018-2019 requiring self-study data collection for past three years
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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2.1.2 Design and implement a framework COMPLETED ⌦ for programs of distinction and • All School of Education educator preparation programs ensure eligibility for State licensure recognition • Established the Undergraduate Health Sciences Academy (UHSA) with the Morehouse School of Medicine • Revised general education requirements and new degree plans to incorporate stackable credentials for each degree program IN PROGRESS • The Center for Cancer Research and Therapeutic Development (CCRTD) is a Center of Excellence designed to provide opportunities for high caliber basic and translational research; train scientists in cancer research; and provide an educational environment for community outreach, prevention, early detection, and treatment of prostate cancer which disproportionately affects African Americans. Since 2013 CCRTD has graduated 16 doctoral students and trained 40 undergraduate students • Implementing the requirements for the MUSE QEP to introduce and expose all UG students to research and creativity beginning fall 2017 • The Departments of Chemistry and Biology received a Targeted Infusion Program Grant from the NSF to develop Computation Biology and Chemistry at CAU. The lab is located in Cole Center, Room 2017 • The Departments of Chemistry and Mathematics with the School of Education is funded a NSF Noyce grant to develop and implement degree programs leading to teacher certification enabled by the new general education core requirements. • Developing a stackable credential in Innovation & Entrepreneurship for AY 2017-18 • Offering Entrepreneurship courses to over 110 UG and GD students through CIED since Spring 2016 2.1.3 Conduct audits of current academic COMPLETED AND ONGOING programs to calculate ROI with • The School of Education holds annual assessment retreats for program improvements effectiveness metrics • The School of Social Work conduct an annual assessment of student learning outcomes and posts results on the university website IN PROGRESS • The School of Education has planned an audit as an embedded component of the annual retreat using fiscal metrics 2.1.4 Utilize academic audits for COMPLETED distinctive programs to meet national Horizons National Board Certification is being awarded to Horizons at CAU and international standards for gift opportunities (e.g., distinguished chairs, fellowships, etc.) 2.1.5 Design and apply a quality COMPLETED effectiveness program for 20% of • The School of Arts and Sciences have completed self-studies for Biology, Chemistry, Computer Science, Foreign Languages, academic, research and support Mass Media Arts, Music, Political Science, Sociology/Criminal Justice degree programs programs each year • Converted Doctor of Arts in Humanities (DAH) to PHD in Humanities
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
IN PROGRESS ⌦ • Research and Sponsored Program (RSP), in partnership with GCA, is developing ongoing training programs to assist Principal Investigators and Program Managers in effective and efficient grant management standards • Academic Affairs, after an 18-month study, implemented a new curriculum initiative for UG education in fall 2016 named Advancing Innovation, Motivation, and Success (AIMS). The goal of AIMS is to produce graduates who are independent thinkers and who seek to make a difference in their world through action and ideas that matter. The AIMS Framework is based on the following five components: 1. New Curriculum (new degree plans, new general education core, stackable credentials, minor, dual degrees); 2. Program Alignment for Students (academic rotation, course rotation plans, cross- departmental curricular review, student-centered teaching approach, educational objectives, major & career pathway exploration, finish-in-four program, learning programs (e.g., in class, co-curricular, experiential); 3. Student Development (advising, mentoring, coaching, tutoring, advocating, professional development, technology, networking, research, insights, best practices, analytics); 4. Innovation for Success (learn>skills, think>ideas, create>innovation or intellectual property, lead>Careers and Post- baccalaureate); and 5. Continual Improvements (assessment of student learning, evaluation of program activities, review of academic programs, student achievement (e.g., course completion, capstone passing rates; students portfolios and recitals; licensure examinations), evaluation of success metrics (retention, progression, graduation, placement, and alumni giving) • The School of Arts and Sciences absorbed the proposed PHD in Material Sciences into its Chemistry PHD • The School of Social Work strengthened the quality of its degree programs as follows: UGRD program 1. Revised BSW curriculum to align with the new degree plan 2. Developed three new courses: Independent Study, Writing for Social Work (both required), and Colorism (elective) GRD (Master’s) 1. Began review of Research course to determine feasibility of three vs two courses in AY 2016-17. Best practices for Master level programs indicate two courses. In addition the program is in review of capstone experience; the goal is to align experience more with licensure. GRD (PhD) 1. PH.D. program underwent extensive revisions in AY 2015-16 to align with recommended standards by the Graduate Advancement for Doctoral Education (GADE). While PhD programs are not accredited, the School’s program is a member of GADE and adheres to recommended guidelines. The revisions included the addition of Doctoral Seminar classes that focus on pedagogy (traditional and on-line).
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2.1.6 Achieve institutional reaffirmation INCOMPLETE/INACTIVE ⌦ and professional program • Music accreditation by NASM has not been accomplished due to many required objectives leading to strong resources accreditations in Mass Media Arts, • Mass Media Arts accreditation by ACEJMC has been put on hold due to processes Computer Science, and Music IN PROGRESS • The Department of Chemistry is in the planning process to have the B.S. in Chemistry certified by the American Chemical Society (ACS). The Department now has sufficient faculty in most of the major areas of chemistry, except bioanalytical, to submit final documentation. The Department is awaiting approval of a bio-analytical position to strengthen the application 2.1.7 Redesign General Education Core COMPLETED Curriculum • Redesigned General Education Core Curriculum and reduced the number of credit hours students are required to take from 54-56 credit hours to 30-36 credit hours in the new general education core. • Developed and approved the new degree plans for all UG programs incorporating the new General Education Core Curriculum 2.1.8 Expand PhD programs in Material INCOMPLETE/INACTIVE Sciences, Computational Sciences, • The proposal for a Clinical Ph.D. Program was submitted to the university’s curriculum committee in 2012, and was funded by Title Humanities, and a Dual Degree III. Upon further review and assessment in AY 2015-16 it was deemed to be more effective to reallocate the funds to strengthen the Program in Master of Social Work existing doctoral program and Public Health based on pursuit • The proposal for the dual MSW/MPH (Emory University) degree was submitted to the university’s curriculum committee and was of external support approved in 2012. This proposal did not move through all phases of curriculum approval process and therefore was not implemented. At this date, Emory University has not shown any further interest, in that they have developed a joint MSW/MPH program with UGA School of Social Work that began in Fall 2016. IN PROGRESS • The Departments of Chemistry and Physics have submitted a CREST proposal to NSF for the Center for Heterophase Materials • The Departments of Chemistry and Biology received a Targeted Infusion Program Grant from NSF to develop Computation Biology and Chemistry at CAU. The lab located in Cole Center, Room 2017 has 14 computers installed. An UG class in computational chemistry was offered in the Spring 2017 and a computational biology will be offered in fall 2017. • Submitted a proposal for Title III funds to develop web-enhanced courses to increase retention of Doctoral students through Dissertation Completion in a timely manner, via design of an interactive web-based set of courses specific to dissertation completion.
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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2.1.9 Establish a Center for Children and INCOMPLETE/INACTIVE ⌦ Family • The establishment of a Center for Children and Family through the School of Social Work was suspended by a previous VP and has not been revisited. Due to the restructuring of Title IVE (Child Welfare Training) the intended funding resources were no longer available in AY 2014-15. Attempts were made to seek alternative funding sources but the School was unable to secure the funds to establish the Center. Limited faculty resources (work-load/increased enrollment) also contributed to the inability to secure funding. IN PROGRESS • The Dean of the School of Social Work is currently in the process of meeting with a prospective interest: Dr. Roger-Claude Liwnga, Harvard Fellow on Human Trafficking and Force Labor/Adjunct Professor: Criminal Justice and Sociology, to explore the feasibility of identifying funding for the Center for Children and Families 2.1.10 Restructure academic and student COMPLETED support units for increased • Career and Professional Development office moved to a more centralized location on campus to provide greater accessibility for productivity and efficiency students and recruiters • A new director for Career and Professional Development was recruited in fall 2016 • Counseling and Disability Services office was relocated to the 3rd floor of Trevor Arnett Hall to accommodate the ADA Compliant accessibility to services for students with disabilities and mobility challenges • Resident Life office was relocated to Bishop Cornelius L. Henderson Student Center to support a Living Learning Student Development focus IN PROGRESS • Career and Professional Development office has identified a part-time Career Services Specialist and Career Coach to assist with student development, effective May 2017
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Objective 2.2: Implement a University-wide marketing plan ⌦ DIRECTIONS PROGRESS STATUS 2.2.1 Upgrade the University’s website IN PROGRESS AND ONGOING design and content 2.2.2 Increase partnerships to enhance INCOMPLETE/INACTIVE the academic, research, and support Attempts to increase external partnerships has been inconsistent because of turnover of leadership programs 2.2.3 Redefine and establish the next IN PROGRESS University-wide Centers of • Developing a new Center for Cyber-Physical Systems, as a part of technology initiative, to provide a integrating framework for Excellence to include current Computer Science Departmental efforts in Cybersecurity, Data Analytics, and Control Systems interdisciplinary programs • Discussing prospects for Mass Media Arts to be an interdisciplinary program • Initially proposed the Supply Chain program but it was not approved, further discussion are ongoing
2.2.4 Engage faculty in community and COMPLETED civic service projects • The School of Education annually hosts Horizons National Summer Loss Prevention Camp through a grant from the City of Atlanta. This initiate provides students with two meals a day. The Education Leadership Department Chair has engaged Kiwanis with community reading and USO involvement IN PROGRESS • The School of Education conducts its field placement with the Atlanta Public Schools requesting Vine City placements for candidates in conjunction with HUD’s Choice Neighborhoods • The School of Business finance and accounting departments provide tax preparation assistance to the West End community each year • The School of Arts and Science faculty offer mentor program with Brown Middle School • The CARES Project was initiated in 2013, supported by the NSF and the Department of Energy, linking STEM students to Washington Middle School • The Center for Innovation and Entrepreneurial Development (CEID) provided training for Verizon middle school STEM program in entrepreneurship during AY 2016-17 • The Department of Sociology and Criminal Justice initiated Project Redirection to reduce the population and number of cases on the court dockets by intervening in the process and providing an alternative to incarceration for first offenders. DJJ Reentry Taskforce for improving reentry recidivism rates for juvenile offenders
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Objective 2.3: Increase support services to aid in the preparation of graduates for employment,⌦ graduate and professional schools, and entrepreneurship DIRECTIONS PROGRESS STATUS 2.3.1 Enhance internships, externship, COMPLETED coop and experiential learning • The School of Education created Horizons National as a lab setting for all Departments’ internships. Several programs require program opportunities extensive clinical practice hours (Teacher candidates 900, Counseling: 700, Leadership Masters 300, and Leadership Doctorate 750)
• The Office of Field Education in the School of Social Work utilized ongoing relationship with community stakeholders and seeks organizations that meet criteria for best practices in social work education in order to enhance internship opportunities and experiential learning for students in social work. 20 new sites developed in AY 2016-2017 and 187 active MOUs have been established with organization across Metropolitan Atlanta and its surrounding counties. IN PROGRESS • The School of Business has developed UG and GD internships and permanent placement opportunities for students • The School of Arts and Sciences has established Undergraduate Health Sciences Academy (UHSA) with the Morehouse School of Medicine. • Career and Professional Development Office has partnered with various on campus academic departments to disseminate information regarding internship opportunities and discuss the possibilities of identifying additional placement opportunities by discipline. 2.3.2 Develop employer outreach and COMPLETED partnerships by academic program • The School of Education’s Field Director serving as the Strategic Lead for Metro Atlanta P-20 Collaborative maintains a database focus on several signed MOU’s • The School of Arts and Sciences provided training for Verizon middle school STEM program in entrepreneurship AY 2016-17 INCOMPLETE/INACTIVE • Due to the restructuring of Title IVE (Child Welfare Training Program) dollars intended for training social work to be become child welfare workers in Georgia were no longer available since AY 2014-15. IN PROGRESS • The School of Education have partnership with EDC out of Boston, PAGE and GAE, NABSE, NAEYC, GaPSC • The School of Social Work has engaged external stakeholders to develop new employer outreach partnerships. The School Dean has met with the DFCS and GSU to re-establish CAU’s relationships and re-involvement in Title IVE Program funding • Working with TAG (Technology Association of GA.) to connect various industries to CAU faculty research capabilities and student talent. • Providing support for the CREATE grant focused on developing an entrepreneurial ecosystem around tech and urban farming & food distribution in the southwest Atlanta communities. • Career and Professional Development Office created partnership with Fashion Merchandising, Business administration and Mass Media Arts to increase opportunities for students graduating in 2017-18
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2.3.3 Create articulation agreements with COMPLETED ⌦ international universities for off- • The School of Education prepares international students in Educational Leadership and Curriculum and Instruction according to the shore experiences related to needs of the country to which they will return to serve academic programs • IN PROGRESS • The School of Arts and Sciences is preparing an MOU for study and exchanges with Yangzhou University, China • Art and Fashion Design Department negotiated with a fashion college in Nuremburg, Germany to develop a student exchange partnership to involve students in “project based” two-week emersion experiences • Mass Media Arts Department has engaged University of The West Indies, Jamaica for Study Abroad • History/African American/Africana Women’s Study Department in developing study abroad in Cuba and possibly Jamaica • PAD: Grants: Fulbright-Hays and CIEE
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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Objective 2.4: Implement non-traditional and innovative instructional program methods and content⌦ delivery DIRECTIONS PROGRESS STATUS 2.4.1 Establish relevant and price- IN PROGRESS competitive professional continuing • Academic Affairs has developed a proposal for the Office of Professional Studies and Continuing Education (OPSCE) to provide education programs educational offerings to current students, non-degree adult learners, working professionals, and life-long learners with the necessary knowledge, skill-sets, and current best practices to meet the challenges and expectations of today’s global knowledge economy and to enhance their personal and professional growth. The OPSCE will assist public and private agencies seeking to advance professional development opportunities for their employees through customized workshops, leadership trainings, professional development courses, and continuing education
2.4.2 Initiate Online Education Programs IN PROGRESS • Planning for online graduate degree offerings in the following areas has begun: Masters in Business Administration; Master’s in Public Administration, and Ed.D. in Educational Leadership. Applications for substantive change to SACSCOC and to SARA for online delivery across state lines are due July 1, 2017. • The School of Education’s Department of Educational Leadership is preparing to offer doctoral degree in Higher Education online • The Public Administration Department is developing an online MPA program • The School of Business is developing a hybrid working professional MBA degree and reviewing an MA in accounting to offer online • The School of Social Work surveyed students and constituents for developing online programs in Social Work. The data indicates that a hybrid program for the MSW Program is the best place to start 2.4.3 Offer adult learning in blended or IN PROGRESS hybrid and residential modalities • Academic Affairs has developed a proposal to establish an Office of Professional Studies and Continuing Education (OPSCE) to offer educational programs provided through Weekend College (a Saturday offering). 2.4.4 Establish Summer Institute, Mini- IN PROGRESS semester and Mid-semesters • Academic Affairs has developed a proposal to establish an Office of Professional Studies and Continuing Education (OPSCE) to Programs offer educational programs through the university’s special academic sessions held during Summer, Winter, and Maymester, including a Weekend College (a Saturday offering). The OPSCE will be financially self-supporting and is expected to generate revenue to compensate participating faculty and to fund selected institutional operations, initiatives, and priorities. 2.4.5 Develop an integrated program of all INCOMPLETE/INACTIVE campus Learning Communities • This strategy has been discontinued due to turnover in departmental leadership including Global Leadership Academy
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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Objective 2.5: Enhance research and sponsored programs infrastructure ⌦ DIRECTIONS PROGRESS STATUS 2.5.1 Establish a functional satellite IN PROGRESS animal care facility • The MSM Center for Laboratory Animal Resources will provide AAALAC accreditation required support for the Animal Care Facility through the University’s existing partnership. • The Animal Care Facility is scheduled to be operational by fall 2017. Construction was phased due to funding constraints 2.5.2 Implement technology transfer COMPLETED AND ONGOING program • Developed and implemented initial technology transfer program policy in 2014 • Several disclosures were submitted and one failed attempt at a patent IN PROGRESS • Reestablishing a working technology transfer office to address business/industry contracts and the creativity and innovation center and to increase activity in technology transfer development efforts
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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Priority 3: Enhance External Funding Support ⌦
Primary Oversight: President; Provost and Vice President for Academic Affairs Parties Responsible: SVP for Institutional Advancement/University Relations; VP for Research & Sponsored Programs; VP for Academic Affairs
Goal 3.0: Increase and diversify University revenue streams through expanded external financial partnerships and support, entrepreneurial programs, and a broadened base of funded research grants, contracts, and cooperative agreements.
Objective 3.1: Execute a comprehensive institutional advancement fundraising plan DIRECTIONS PROGRESS STATUS 3.1.1 Enhance and expand overall Annual IN PROGRESS Giving from individuals, corporations • The implementation of the new Razor’s Edge Donor Management System has enhanced the University’s capability to improve the and foundations data and client management portfolio. We are able to perform quarterly NCOA’s (National Change of Address) on our alumni for USPS addresses on file 3.1.2 Increase constituent engagement to INCOMPLETE/IN PROGRESS improve knowledge and participation • Introducing a new web based Planned Giving Education Program - CRESCENDO in Planned Giving programs Pre-events 1. A workshop was presented by AARP at a CAUAA May Alumni Weekend conference 2. AARP sponsored the President and First Lady Dinner for the Legacy and Golden Sons and Daughters. The representative from the Washington DC office brought emphasis to Planned Giving in her Greetings as well as provided literature and a gift 3. The CAU Guild had AARP as a corporate sponsor and they also provided the centerpieces for the tables which incorporated statements about financial literacy. The representative brought Greetings about financial literacy and placed emphasis on Planned Giving during the event, too (around 1000 people). Given the turnover of personnel in IAUR the sustainability of a coherent Plan Ginning Program is a new priority and focus 3.1.3 Increase and diversify the IN PROGRESS/ONGOING philanthropic base for the University • This is a continuous initiative (new goals are being developed) under reorganization of IAUR by cultivating and soliciting major gifts for external support of academic units and programs 3.1.4 Increase alumni participation rate to INCOMPLETE/IN PROGRESS 10% by 2018 • Beginning July 1, 2017, IAUR staff will have defined goals and metrics to meet annually. Updated information using new online alumni community (NetCommunity) will be linked to database to allow better tracking, monitoring and evaluating alumni participation in each event. To date, more than 10 fundraising events have helped identify alumni interests 1. Celebrating reunion classes 3 times a year opens the path for a continue flow of financial gifts to increase giving. The strongest flow happens twice a year which is at end of the calendar and in May when the "Traditionalist" (those celebrating 80th-30th class reunions) give their gifts.
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2. An alumni directory is being prepared by an external vendor to capture detailed information for the database as well as ask “never” contributors to give a financial gift to the institution ⌦ New strategy completion date will be 2021 (current rate is 5.3%) 3.1.5 Launch a comprehensive review of INCOMPLETE/IN PROGRESS the University’s current marketing • The University relations unit has primarily been managed by one significant person and augmented by external consultants and branding tools and activities • A communication audit will be completed to ascertain the appropriate structure to support a potential upcoming capital campaign and new strategic plan. This will be a major reorganization initiative for IAUR 3.1.6 Conduct semi-annual fundraising IN PROGRESS policies and process training and • Presentations were given at the Opening Institute for Fall and Spring semesters during FY17 and will be a continuous initiative orientations for campus partners • MOUs have been written, one-on-one conversations have occurred with the leadership of former VPs and external consultant. The consultants attempted to execute a toolbox with The Guild, the CAU Boosters and the CAUAA. (The toolbox was presented at Fall Conference, but was never approved and implemented). 3.1.7 Complete implementation of IAUR IN PROGRESS/ONGOING restructuring to increase the number • Reorganization is in progress for IAUR under the direction of the Senior VP and the VP for Philanthropy and Chief Operating of major gift level prospects and Officer under the direction of the new President donors by 10% annually • The Coca-Cola Foundation secured the services of Martz and Lundy, Inc. to evaluate the fundraising capacity and to assist with setting new fundraising direction under the previous President Carlton Brown • Donor databases were switched in late 2014 from Banner to Raiser’s Edge funded by a $500K donation from The Coca-Cola Foundation • CAU need for a robust up-to-date database was in terms of giving via in-person, mail or online, e-mails, reporting, and prospecting. The new system has allowed IA to partner with other departments across campus for online event registration and payments that fed back directly into database and not through third party increasing fees (such as Go Fund Me and PayPal…and to mediate risk) 3.1.8 Expand annual giving campaign to INCOMPLETE/IN PROGRESS include launching a senior class gift • Senior Class Campaigns were conducted from 2013 to 2015. The Class of 2013 participation rate was 13%; 2014 was 30%; and program with at least 50% 2015 was 35%. The campaign was temporarily suspended in 2016 due to a change of leadership within the department. Plans to participation by 2018 resume the campaign will begin with the Class of 2018 3.1.9 Develop targeted scholarship COMPLETED campaign based on geographic and • The School of Social Work developed the Atasha M. Murray $50K Entrepreneurial Endowed Scholarship Fund. academic major preferences • In addition the school partnered with the Asian American Resource Foundation to recognize a MSW student for the Henry Jee Scholarship IN PROGRESS/ONGOING • New Presidential Scholarship Appeal • New Pipeline MOUs with partnering institutions is driving major specific and geographic scholarships
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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Objective 3.2: Increase entrepreneurial collaboration to leverage synergistic activities and funding⌦ opportunities DIRECTIONS PROGRESS STATUS 3.2.1 Create and implement an IN PROGRESS entrepreneurial program to include • The School of Business offers UG/GD concentrations entrepreneurship Economic Development Center • Established a Center for Innovation and Entrepreneurial Development (CEID) to teach UG/GD courses in entrepreneurship (110 students enrolled since Spring 2016) • Designed and hosted 3 hackathons and 2 pitch competitions (all judged) for start-up concepts. Two concepts presently vying for early seed funding. • Mentoring and coaching approximately 6 active student start-ups including one featured on nationally syndicated Steve Harvey Show. • Developing a stackable credential in Innovation and Entrepreneurship for AY 2017-18 • Economic Development Center is under evaluation 3.2.2 Expand the recognition and support COMPLETED of entrepreneurship highlighting • The School of Social Work recognized Mr. Height and Shirley Harris-Arnold at the 95th Anniversary; Atasha Murray was alumni, faculty and students recognized at the 2016 Hooding Ceremony for her entrepreneurial and financial contribution to the Whitney M. Young, Jr., School of Social Work • In April 2016, the School of Arts and Sciences offered a 2-day Competitiveness Summit of speakers and panels focused on regional and community economic development for disadvantaged citizens who can be trained in innovation and technology ( e.g. 3D printing, coding) in order to connect them to the Innovation Economy INCOMPLETE/INACTIVE • No evidence of an initiative in IAUR, however some aspects of this work has been captured by The Center for Innovation Technology and Entrepreneurship IN PROGRESS • Working with TAG (Technology Association of GA.) to connect various industries to CAU faculty research capabilities and student talent • Providing support for the CREATE grant focused on developing an entrepreneurial ecosystem around tech and urban farming & food distribution in the southwest Atlanta communities
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
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Objective 3.3: Implement School and academic program level plans for fundraising with specific⌦ targets and metrics DIRECTIONS PROGRESS STATUS 3.3.1 Initiate focused outreach activities at COMPLETED School and academic program level • The School of Education annually sponsors the Future Georgia Educators Day (300+ participants); hosts and administers the TRIO with relevant corporate and and Upward Bound programs to focus on urban high school youth and first time college attendees below the poverty level; has community initiatives partnered with JumpStart, an AmeriCorps authorized programs, for Education Studies students to work and gain clinical experience; represented at the Choice Schools meetings for the HUD Vine City initiatives
IN PROGRESS Several outreach activities with corporate and community initiatives are on-going • The School of Education established an Annual Critical Issues in Education Forum as CAU; continue to work with the Westside Ready Initiative focused on the Washington High Cluster Neighborhoods and Schools; continuing to engage in the Choice Neighborhoods Initiative, especially related to issues of education; gained approval from the Chief Academic Officer of the Atlanta Public Schools to adopt the Washington High Cluster Schools to provide intervention services • Art and Fashion Design Department faculty in fashion are developing corporate partnerships to bring industry professionals to CAU to directly interact with students; assist in developing targeted internship opportunities; and to form long-term relationships to help fund department initiatives. • Religion and Philosophy Department faculty met with Provost Nwosu and Provost Handy (ITC) to collaborate and to extend curriculum offerings and develop BA/MA initiatives • Psychology Department faculty is organizing CAU Psychology Alumni for Fall 2017fundraisingr. • Music Department Chair is co-writing a grant with an alumni member • Submitted a grant proposal to SAMSHA (Dec 2016) for a Campus-wide Suicide Prevention Awareness Campaign; awaiting the decision for funding 3.3.2 Expand cooperative agreements COMPLETED with corporate and government • The School of Education has 2 faculty members serving as advisors to school district superintendents; 3 faculty members serve as entities for continuing education State liaisons on governmental matters; the Director of Field Services is the P-20 Strategic Lead for the Metro Atlanta Area INCOMPLETE/INACTIVE • The School of Social Work due to restructuring of the Title IVE (Child Welfare Training Program) dollars intended for training students to become child welfare workers in GA with the GA Department of Humans Resources were no longer available beginning AY 2014-15. The School Dean in discussion with DFCS and GSU regarding re-establishing funding mechanism. IN PROGRESS • Mass Media Arts Department in accordance with the program self-study recommendations establish an advisory board of Mass Media Arts Corporate & Government
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3.3.3 Provide support for faculty COMPLETED ⌦ development to increase research • In the School of Education 4 faculty members are involved in the SoTL project and grantsmanship • The School of Social Work increased funded Faculty Grants by $387K through various grant proposals such as • Cancer Screening and Education, 250K; Health Disparities - Cancer Screening, $50K; Substance Abuse and Mental Health, $33K; and Child Welfare, $54K • The School of Arts and Sciences Dean supported several faculty to attend conferences and professional workshops IN PROGRESS • The Provost office is working with groups of faculty to develop institutional proposal teaming highly experienced faculty with new faculty and faculty from departments with little experience in grantsmanship to increase the base of faculty developing grant proposals. • The Provost Office has initiated meetings between faculty and IA to identify areas for writing proposals and the faculty to develop new proposals 3.3.4 Apply for grants to connect COMPLETED academics to campus sustainability • In the School of Education 4 faculty members are involved in the SoTL project; 20K Food Grant with City of Atlanta; NOYCE Grant; programs; science education, EDC Principal Pipeline; STEM Collaborative entrepreneurial and innovation; • A $300,000 Garrett Lee Smith Campus Prevention Grant, administered by SAMSHA, was written through faculty collaboration from mental health; homeland security, the Schools of Education and Social Work to help build a suicide prevention infrastructure and to promote mental wellness among environmental justice; etc. students • The School of Social Work Title III grant funded for Clinical PHD Program was reallocated to strengthen existing PhD Program IN PROGRESS • Computer Science Department is pursuing extramural funding at a sustained pace including a new $2.4M NSF grant and continuing $2.0M from Dept. of Energy, US Airforce, and Dept. of Education • Chemistry Department has spearheaded several Research and Contractual Agreements including a 5-yr/ $ 5M IDIQ Contract with Lockheed Martin Civilian Space Systems. CAU is a Certified Vendor for Cargill, CoimUSA PBI Performance Products Inc. to provide Research and Development and Technical Support Services (R&DTSS) and to provide students with experience with “real world” applications of science and technology • Physics Department has 3 continuing externally funded projects and 2 have submitted new proposals for funding from NSF • The School of Business innovation center is developing a portfolio of programs to expand innovation and entrepreneurship across the campus to include several new courses • CAU is awarded UNCF Career Pathways Initiative (CPI) planning and implementation grant close to $1.8M • Submissions of proposal applications in a variety of academic focus areas are ongoing as follows: . Science Education: 2 NSF teacher training applications submitted (NOYCE), 1 funded; NSF LSAMP submitted and funded; 2 NSF TIP applications submitted 1 funded; USDOE First In the World (FITW) application submitted but not funded . Multiple proposals submitted to Mellon Foundation and several funded; multiple proposals submitted to AAUNC and funded . The NIH RISE Program was renewed for an additional four years . Entrepreneurial and Innovation: 2 proposal applications submitted to DOC in partnership with UNCF and Russell, 1 funded . Mental Health: The School of Social Work submitted multiple applications and funded . Environmental Justice: 2 proposals submitted, 1 to W.K. Kellogg Foundation and 1 to NSF, but not funded
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Objective 3.4: Increase faculty accountability for sponsored program activity and research productivity⌦ DIRECTIONS PROGRESS STATUS 3.4.1 Develop and implement school and COMPLETED academic unit-level plans for In the School of Education 4 faculty members are involved in the SoTL project sponsored research with defined targets and metrics 3.4.2 Include discipline-specific research COMPLETED productivity metrics in faculty • The School of Education uses research as a part of the annual performance evaluation of faculty performance evaluation and P&T • The School of Social Work faculty research activity is included in the annual performance evaluation of faculty process INCOMPLETE/INACTIVE • Art and Fashion Design Department have not worked on establishing discipline specific research productivity metrics have occurred since 2005. IN PROGRESS The School of Business have metrics that do not include any funded activity
3.4.3 Implement a life cycle grants IN PROGRESS management approach to facilitate • Principal Investigators and their Program Managers are actively engaged through conference calls, meetings and emails from the intentional engagement with faculty Request for Application through close-out activities. Research and Sponsored Programs utilized an Access database developed by faculty and staff until 2012. With changes in personnel it appears to that this database not utilized again until March 2016 when a former staff member returned. This database is now being updated and used to track submissions, awards, reporting requirements, contact information, etc. 3.4.4 Phased implementation of COMPLETED AND ONGOING recovered F&A distribution plan to • Faculty incentive awards to individual PIs, departments, and Schools equivalent to a percentage of new project indirect cost was provide incentives and reinvestment initiated in 2012; however, the programs was put in abeyance in 2014 with the arrival of a new V.P. for Research and Sponsored in funded research activity Programs. Over the time of this strategic plan a considerable amount of indirect cost funds have been provided to the CCRTD and CREST Centers to increase the Centers productivity. 3.4.5 Increase number of faculty engaged COMPLETED in sponsored programs activity to • In the School of Education the number of faculty involved in research is 6 out of total 16 (38%) 30% • The School of Social Work increased faculty grant engagement to 50% IN PROGRESS • History/African American Study/Africana Women’s Study Department faculty is working on an NEH grant with CAU Art Galleries • The School of Business has limited opportunity for faculty to engage in sponsored research • The Provost office is working with groups of faculty to develop institutional proposal teaming highly experienced faculty with new faculty and faculty from departments with little experience in grantsmanship to increase the base of faculty developing grant proposals
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
• The Provost Office has initiated meetings between faculty and IA to identify areas for writing proposals and the faculty to develop new proposals ⌦ 3.4.6 Increase proposal submissions by IN PROGRESS 25% • Proposals submitted through RSP: FY13 – 84; FY14 – 97; FY15 – 61; FY16 – 60 3.4.7 Increase per capita research IN PROGRESS expenditure metric to $100K/FTE • Per capita research expenditure provided by RSP: FY13 = $41,134 ($9,584,440/FTE 233); FY14 = $38,340 ($8,703,240/FTE 227); faculty FY15 = $41,849 ($9,750,832/FTE 233); FY16 = $32,346 ($7,310,213/FTE 226) 3.4.8 Increase faculty incentives and COMPLETED support for engagement in research/ • Art and Fashion Design Department faculty engaged in measurable research productivity received higher than average scores on scholarship, and service their professional performance ratings. These ratings led to merit adjustments over the past two years. • Public Administration Department reduced course load to work on department’s reaccreditation self-study saving the department $30K
IN PROGRESS • The School of Business has limited availability of funding which has stymied any incentives • Faculty incentive awards equivalent to a percentage of new project indirect cost was initiated in 2012; however, the programs was put in abeyance in 2014 with the arrival of a new V.P. for Research and Sponsored Programs
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
Priority 4: Sustainable Financial Business Model ⌦ Primary Oversight: Executive Vice President/Business and Finance
Parties Responsible: Provost/VP for Academic Affairs; SVP for Institutional Advancement/University Relations; VP for Research & Sponsored Programs; VP for Student Affairs; Chief Compliance Officer; Assoc. VP/Controller
Goal 4.0 Implement a University-wide strategic business model to enhance service delivery, value creation and sound return on investment for successful future growth, development and profitability.
Objective 4.1: Design and operate a University-wide uniform business model for efficiency and effectiveness of each program, service or initiative DIRECTIONS PROGRESS STATUS 4.1.1 Engage all units of the University in COMPLETED the design and implementation of a • Revised the mapping of Tuition posted to Graduate (GD) and Undergraduate (UG) from one Org Code called General Revenue University-wide strategic business into revenue by four schools for UG and GD. Completed limited changes to the Banner chart of accounts to improve the model breakout reporting in revenue. Implemented this draft framework as a quick analysis tool to evaluate new programs by the School of Business and separately for a proposed on-line program to assist in evaluating the projected revenue/cost and ROI INCOMPLETE/IN PROGRESS • The ultimate goal is to post revenue by program that is essentially a project requiring changes to the billing rate tables, rules codes, and Financial Aid fund codes by each semester to better support ROI modeling. It is anticipated this would require 2 fully dedicated technical FTE’s 2.5 to 3 months to modify, test, and implement into production. As a result, that undertaking was put on hold as the dedicated resources were not available. However, with the current outsourcing of all Banner support functions to Ellucian, this will now become a high priority in the near future. A review of the option for reporting through the use of students’ program information housed in the Registrar’s tables will be conducted to extrapolate the revenue numbers from that source 4.1.2 Develop a framework to measure COMPLETED cost performance using required • Implemented metrics that are reviewed quarterly including the Higher Ed benchmark metric “Composite Financial Index” (CFI) elements (i.e., value, quality, that looks at the financial health of universities. In addition to the CFI, various financial metrics are calculated and trend analyses potential, cost/revenue) reviewed. Annually track key indicators that are provided to Moody’s and reviewed with a large section focused on liquidity along with reviews of the revenue/enrollment trending IN PROGRESS • As noted above in 4.1.1 changes have been made to the Banner revenue detail codes and hierarchy mapping that support very high level economic analysis but much more detailed changes are required to gain better granular analysis. With the current outsourcing of all Banner support functions to Ellucian, this process will be revisited in the near future
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
4.1.3 Provide University-wide training INCOMPLETE/INACTIVE ⌦ on the use and implementation of • As noted in 4.1.1 the model will need to be refined and completed prior to any University-wide roll-out and training. With the current the business model outsourcing to Ellucian of Banner support functions this process will be revisited in the near future 4.1.4 Establish customer service INCOMPLETE/INACTIVE training and evaluation program in • In alignment with overall strategic goals of growing enrollment and retention, all departments share a goal of improving their own support of the strategic business respective customer service operations. Finance Division has continued to stress the need for continued improvement in the staff model interaction to all customers (internal/external) especially students and parents. There has been no formal training programs implemented or offered to the entire Finance Division but it is a continual and repeated goal for all to improve upon 4.1.5 Maintain activity based cost COMPLETED management system for all • Developed a model that was built to track or forecast the viability of new or existing projects driven by school and enrollment University programs including housing and meals. INCOMPLETE/IN PROGRESS • Analysis is currently performed through the review of the quarterly and annual financial statements at the University level and not by programs. The chart of accounts hierarchy is being reviewed for better reporting options and to support the upcoming FASB non- profit reporting requirements. Much more detailed mapping is required to build an activity based level. With the current outsourcing of all Banner support functions to Ellucian, we will drive toward better cost analytics within the normal reporting through Argos 4.1.6 Develop plans to institutionalize INCOMPLETE/INACTIVE restricted funded programs 4.1.7 Conduct campus-wide staffing COMPLETED and compensation analysis • Established salary index for CAU based on CUPA-HR Survey “Other Doctoral” Carnegie class; implemented this standard for all new hires and current employee salary adjustments; (No further action taken due to a lack of funding) • Conducted preliminary analysis to map all current jobs to CUPA salary index ranges to estimate cost of bringing base salaries to minimum of the range. • Equity salary adjustments made for 67% (118/177) faculty as part of merit award process. • Engaged Willis Towers Watson to review Executive Compensation for top 25 executives to determine fairness and competitiveness of total compensation to market indices. This agency also conducted “reasonableness” test on executive salary and provided Opinion Letter. This information has been submitted to the Chair of Governance and Compensation Committee as an agenda item for May 2017 Board meeting. • The Governance and Compensation Standing Committee of the Board developed and proposed Compensation Philosophy Statement to govern salary administration practices for executives (adoption delayed by the Committee) IN PROGRESS • Update mapping of all job titles to CUPA-HR Survey ranges based on most recent salary survey and establish these ranges in Banner. • Establish practice of having HR extend all offers to reconcile compensation to philosophy, internal parity, and salary ranges. • Explore ways in which merit pool can be used to continue making salary equity adjustments where performance warrants, particularly in cases where a high performer is below minimum of range.
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
Objective 4.2: Implement a University-wide multi-year capital formation (including debt) and capital⌦ allocation plan DIRECTIONS PROGRESS STATUS 4.2.1 Design a Financial Forecasting Model to IN PROGRESS define financial metrics and return-on- • Forecasting is in Budget Process and Board reporting investment expectations • Currently analyzing budget software to assist with this process which is all spreadsheet based • Accounting has ROI calculations but has not forecasted 4.2.2 Create a cost effective resource allocation COMPLETED process to integrate academic and • Budget process resource allocation is complete administrative programs and services delivery IN PROGRESS systems, facilities and technology • Resources for facilities infrastructures are allocated on a continual basis as a part of the budget process infrastructures, and human capital • Information Technology will begin the process of determining how to perform cost resource allocation during FY2017 and FY2018 4.2.3 Develop a plan for sustainable tuition, fees, COMPLETED room, and board structure • Revenue Plan completed IN PROGRESS • The Revenue Plan is updated annually for 2-yrs and tracked against progress 4.2.4 Utilize a comprehensive functional Information COMPLETED Technology and capital budget planning for • Implemented the annual budget process business continuity and process improvement IN PROGRESS • Allocated Information Technology funding during the budget process to support backup, recovery and business continuity • Engaged Ellucian to review all university Banner technology utilization and associated systems 4.2.5 Focus on deferred maintenance and capital COMPLETED projects • Developed a Priority for Deferred Maintenance and an operational schedule for Preventative Maintenance as a part of annual budget process. Projects are now strategically budgeted to use restricted and unrestricted funds. Cost of projects completed through the budget process totaled $7,426,435 in FY 2016 and $6,189,840 by the close of FY 2017. The cost of projects budgeted and scheduled for FY 2018 total $4,298,158 IN PROGRESS • Continuing to upgrade deferred maintenance as needed and as funding becomes available 4.2.6 Diversify funding streams to enhance revenue COMPLETED mix • Updated new meal plan & housing policy statement IN PROGRESS • Finalizing in-house parking service operations plan for review and implementation • Renegotiating Auxiliary Services contracts • Finalizing external facilities rentals policy for review and implementation • Marketing new commuter meal plan 4.2.7 Track key Composite Financial Index ratios COMPLETED with a target of 3 or higher to maintain overall • Implemented CFI dashboard metrics to track 5-yrs of data financial health, financial performance and IN PROGRESS credit worthiness of the University • Continuing to track CFI progress on a quarterly and annual basis
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
Objective 4.3: Gain investment-grade credit rating for credit market accessibility, lower cost of debt, and meeting investors’ obligations DIRECTIONS PROGRESS⌦ STATUS 4.3.1 Analyze credit rating agency’s opinion and COMPLETED/ONGOING prepare forward-looking action plans • Key indicators are tracked annually reflecting 5-years of data focusing on enrollment volatility, cash flow margins, revenue growth, debt and debt service coverage INCOMPLETE/IN PROGRESS • Developing a new higher education Scorecard based on Moody’s revised rating methodologies. Framework distributed to the Finance, Audit and Investment Committee (February 2017) for informational purposes. This Scorecard will be benchmarked against three universities with the desired credit rating aspirations of CAU 4.3.2 Develop methodology for measuring, evaluating INCOMPLETE/INACTIVE and averting credit risk 4.3.3 Evaluate the University’s capacity to meet its COMPLETED financial obligations in full and on time • Implemented annual Board budgeting approval process with university-wide budget monitoring and reporting requirements IN PROGRESS/ONGOING • Cash projections are part of the budgeting expense process and compared to actuals monthly • Continuing to manage expense growth in line with revenue to generate cash flow to cover debt service and improve operating performance and to meet the CAU’s objective to maintain a stable outlook from Moody’s credit opinion 4.3.4 Create a regulation-based metrics to COMPLETED measure/achieve CAU’s investment-grade • Submitted an offering to the Bond Insurer (ACA) which was turned down Right size the off balance sheet housing • Discussed and obtained information on several funding sources such as P3, HBCU Loan Program, etc. transaction • Stabilized enrollment growth which has been increasing since the Fall of 2014. Will need to see at least five-years of Stabilize enrollment solid growth to impact rating movement Grow total revenue INCOMPLETE/IN PROGRESS • Completed the valuation of the properties to determine an appropriate offering price • Preparing data for submission to the HBCU loan program underwriters. This data will be used to prepare a Term Sheet for submission to the Bond Insurer 4.3.5 Monitor creditworthiness applicable to IN PROGRESS standardized credit rating scale • Ongoing by Investment Adviser Credit covenants and likelihood of default Endowment asset allocation Maintain current credit portfolio Risk tolerance Changes in the economy or business climate or on circumstances affecting the industry
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CLARK ATLANTA UNIVERSITY 2013-2018 Strategic Plan Progress Report
Annual Work Plan Year(s): ____1-2013-2014 ____2-2014-2015 ____3-2015-2016 _ _4-2016-2017 ____5-2017-2018
Objective 4.4: Continue to enhance institutional compliance oversight to manage and monitor⌦ all federal, state and local regulatory requirements and best practice standards in enterprise risk management DIRECTIONS PROGRESS STATUS 4.4.1 Implement flexible and responsive institutional COMPLETE/ONGOING regulatory compliance audit plans, polices, • Maintained compliance audits of grants and contracts including operational audits of key processes and units and procedures in all key sectors of the • Created and/or updated numerous institutional policies and procedures including the “Code of Conduct” University • Regularly monitor the Higher Education Opportunity Act compliance requirements • Engaged in initiatives to provide analysis, perspective, and consultation as “valued advisors” 4.4.2 Promote and deliver campus wide Compliance COMPLETE/ONGOING Training that is appropriate and effective in • Continue to enhance the annual Mandatory Compliance Training with emerging areas of risk meeting the regulatory needs of the University • Incorporated training presentations from various university units (HR, IT, Business & Finance, Research & Sponsored to reduce or mitigate risk Programs, etc.) • Scheduled to roll out the first module of online training in spring 2018 4.4.3 Proactively address all areas of emerging risk COMPLETE/ONGOING and incorporate Enterprise Risk Management • Incorporated the concepts of Enterprise Risk Management for evaluating areas of risk across the University • Continually work closely with executive leadership to ensure areas of risk are identified, mitigated and proactively addressed 4.4.4 Monitor and respond to the Higher Education COMPLETE/ONGOING Opportunity Act (HEOA) compliance • The Higher Education Opportunity Act annual compliance reports are submitted on regularly basis (e.g., Clery Act, requirements NCAA-EADA, etc.)
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