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Year 1

1. Establish base year enrollment targets by department and degree level
2. Establish base Honors College enrollment and pathways to completion
3. Identify and audit comprehensive listing of all College endowed scholarships
4. Identify completion rates for degree programs by department and program, creating a dashboard to track rates; identify relevant activities and programs that impact student completion rates; assign departmental leadership responsibilities for
   programming development
5. Identify comprehensive of current and former degree programs by department and degree level; create comparison of degree inventory based on peer colleges of education; create baseline data profiles of enrollment and graduation rates for each
   program and area of concentration by program
6. Develop a system of collaboratively collecting graduating student placement data and create a system for distributing these data to decision-makers, including offices of admissions and recruitment, external stakeholders, and faculty and staff
7. Charge the College of Education’s ‘climate and culture’ committee with the task of identifying key variables that might indicate the student climate and culture in the College and on campus

Year 2

1. Increase enrollment by 7.5% over Year 1 base, combined for both undergraduate and graduate student enrollment
2. Increase Honors Program participation by 6% over Year 1 baseline; modify and adjust program pathways as needed for increased growt1C Increase the number of endowed College scholarships by 3
3. Pilot test departmental and college-wide programs targeting improving graduation rates
4. Use fall department chair retreat to review degree program listing, recruitment, demand, and graduation of those programs; develop response strategies as necessary
5. Collect and appropriately distribute student graduation placement data

Year 3

1. Increase enrollment by 7.5% over Year 1 base, combined for both undergraduate and graduate student enrollment
2. Increase Honors Program participation by 6% over Year 1 baseline
3. Increase the number of endowed College scholarships by 3
4. Assess and implement retention program activities; monitor semester-to-semester and year-to-year retention by program; monitor and report graduation and retention rates
5. Use fall department chair retreat to review degree program listing, recruitment, demand, and graduation of those programs; develop response strategies as necessary
6. Collect and appropriately distribute student graduation placement data

Year 4

1. Increase enrollment by 7.5% over Year 1 base, combined for both undergraduate and graduate student enrollment
2. Increase Honors Program participation by 6% over Year 1 baseline
3. Increase the number of endowed scholarships by 3
4. Continuing evaluating retention program performance and comparing retention rates by degree and level; monitor and report graduation and retention rates
5. Use fall department chair retreat to review degree program listing, recruitment, demand, and graduation of those programs; develop response strategies as necessary
6. Collect and appropriately distribute student graduation placement data

Year 5

1. Increase enrollment by 7.5% over Year 1 base, combined for both undergraduate and graduate student enrollment, to reach 30% total enrollment increase
2. Increase Honors Program participation by 6% over Year 1 baseline
3. Increase the number of endowed scholarships by 4
4. Evaluate retention programs for their effectiveness; monitor and report graduation and retention rates
5. Use fall department chair retreat to review degree program listing, recruitment, demand, and graduation of those programs; develop response strategies as necessary
6. Collect and appropriately distribute student graduation placement data

Year 1

1. Audit faculty recognition work at the departmental and College level, creating an inventory of mechanisms in which faculty are recognized for their performance; create a mechanism to recognize these faculty
2. Re-charge the College Staff Council with specific activities to undertake, including professional development programs and a staff recognition program
3. Working through academic departments, create a list of peer and aspirational peer urban research universities, mapping these institutions against the official university peer group
4. Identify faculty classification data, including rank and department, to create a baseline of data for future comparisons; identify peer group and IPEDS data on tenure-track and non-tenure-track ratios identifying best practice where possible
5. Draft, edit, modify, and distribute a workload negotiation form for use with 2025 calendar year faculty workload; have all workload forms collected by the end of the fall academic term
6. Create a guiding document for the presentation of achievements and accomplishments of faculty for inclusion in their annual evaluation
7. Using faculty work accomplishment data along with reports from appropriate offices, centers, and institutes, design and create a comprehensive annual that is published online during the summer and sent to appropriate stakeholders
8. Conduct a comprehensive assessment of all faculty in the College regarding their professional development needs in teaching and research; develop an inventory of programs to be offered in the future that meet these needs
9. Develop an inventory of endowed and current use endowed funds that are provided and used for faculty; appropriately award unfilled funds, providing recognition to these faculty; review possible benefactor data for individuals who may have an
   interest in funding future roles; develop a menu of possible faculty-centered funding opportunities for faculty
10. Develop a menu of philanthropic opportunities that would support the work of the College’s faculty and academic programs; align potential benefactors with interest with these opportunities
11. Begin low-cost improvements of College facilities, including E. C. Ball Hall, Patterson Hall, and the space on the Park Campus (WKNO), including paint, wall divot repair, area rugs, and discarding unused and damaged furniture; create a list of significant facility renovations and repairs to be undertaken over time

Year 2

1. Continuously evaluate faculty recognition programs and criteria used in making decisions; continue to recognize faculty at the departmental and College level in a public manner
2. Assess the Staff Council’s work of professional development and staff recognition 8 program, recommend modifications consistent with results
3. Collect data through SREB, the Delaware Study, and CUPA, among other organizations that may hold the data, peer group salary and compare against the means and quartiles of the College, noting differences that need to be addressed
4. Report through the College Academic Council and Dean’s Administrative Council changes to the faculty composition ratios, seeking input on adjustments for academic quality, capacity, efficiency, and cost
5. Using the workload negotiation form, conduct annual evaluations; convey a faculty committee to evaluate the workload form for comprehensiveness
6. Gather feedback on the implementation of the modified presentation of achievements and accomplishments from an ad hoc committee of faculty as well as department chairs; adjust the guidelines as needed
7. Review the previous year’s annual report and modify the design as necessary; again use appropriate accomplishment data to publish and distribute an annual report
8. Provide monthly faculty development programs that correspond to the expressed needs of the faculty and begin a real-time evaluation of each session; conduct an evaluation of future faculty development needs to be implemented in future years
9. Continuously evaluate and work with possible benefactors for faculty funding; appropriately award and recognize those who are installed in these positions; provide appropriate mechanisms for faculty appreciation to benefactors
10. Continuously monitor faculty enhancement fund opportunities and connect potential benefactors with these opportunities as appropriate; assure faculty recipients appropriately engage with benefactors
11. Obtain renovation and repair estimates and conduct these as funding is available

Year 3

1. Continuously evaluate faculty recognition programs and criteria used in making decisions; continue to recognize faculty at the departmental and College level in a public manner
2. Continue to monitor professional development and staff recognition program, modifying as appropriate
3. Utilizing the College’s institutional research professional, continue to monitor peer group and institutional data, identifying individual and collective salary points in need of adjustment; create priorities to be addressed and conduct cost/benefit analyses of salary adjustments
4. Report through the College Academic Council and Dean’s Administrative Council changes to the faculty composition ratios, seeking input on adjustments for academic quality, capacity, efficiency, and cost
5. Continue implementation of faculty workload negotiation form
6. Implement modified and adjusted faculty achievements and accomplishments guidelines, gathering additional feedback as appropriate
7. Evaluate the formatting and content of the previous year’s annual report; use appropriate accomplishment data to publish and distribute an annual report
8. Continue offering regular faculty development sessions and consistently evaluating them; conduct an assessment of faculty development needs for the next year
9. Continuously evaluate and work with possible benefactors for faculty funding; appropriately award and recognize those who are installed in these positions; provide appropriate mechanisms for faculty appreciation to benefactors
10. Continuously monitor faculty enhancement fund opportunities and connect potential benefactors with these opportunities as appropriate; assure faculty recipients appropriately engage with benefactors
11. Obtain renovation and repair estimates and conduct these as funding is available

Year 4

1. Continuously evaluate faculty recognition programs and criteria used in making decisions; continue to recognize faculty at the departmental and College level in a public manner
2. Continue to monitor professional development and staff recognition program, modifying as appropriate
3. Utilizing the College’s institutional research professional, continue to monitor peer group and institutional data, identifying individual and collective salary points in need of adjustment; create priorities to be addressed and conduct cost/benefit analyses of salary adjustments
4. Report through the College Academic Council and Dean’s Administrative Council changes to the faculty composition ratios, seeking input on adjustments for academic quality, capacity, efficiency, and cost
5. Continue implementation of faculty negotiation workload form
6. Continue implementation of faculty achievements and accomplishments guidelines
7. Use appropriate accomplishment data to publish and distribute an annual report
8. Continue offering regular faculty development sessions and consistently evaluating them; conduct an assessment of faculty development needs for the next year
9. Continuously evaluate and work with possible benefactors for faculty funding; appropriately award and recognize those who are installed in these positions; provide appropriate mechanisms for faculty appreciation to benefactors
10. Continuously monitor faculty enhancement fund opportunities and connect potential benefactors with these opportunities as appropriate; assure faculty recipients appropriately engage with benefactors
11. Obtain renovation and repair estimates and conduct these as funding is available

Year 5

1. Continuously evaluate faculty recognition programs and criteria used in making decisions; continue to recognize faculty at the departmental and College level in a public manner
2. Conduct comprehensive evaluation of the professional development and staff recognition program, recommending changes and revisions for implementation
3. Utilizing the College’s institutional research professional, continue to monitor peer group and institutional data, identifying individual and collective salary points in need of adjustment; create priorities to be addressed and conduct cost/benefit analyses of salary adjustments
4. Report through the College Academic Council and Dean’s Administrative Council changes to the faculty composition ratios, seeking input on adjustments for academic quality, capacity, efficiency, and cost
5. Evaluate the effectiveness, structure, and implementation of the faculty workload negotiation form and its connection to faculty evaluations
6. Create a faculty and chair committee charged with evaluating the modified faculty achievements and accomplishments reporting guidelines
7. Use appropriate accomplishment data to publish and distribute an annual report
8. Continue to offer professional development programs and assess each; review past program data to identify core areas for possible larger programming; conduct an evaluation of faculty development needs for the next year
9. Continuously evaluate and work with possible benefactors for faculty funding; appropriately award and recognize those who are installed in these positions; provide appropriate mechanisms for faculty appreciation to benefactors
10. Continuously monitor faculty enhancement fund opportunities and connect potential benefactors with these opportunities as appropriate; assure faculty recipients appropriately engage with benefactors
11. Continue repair and renovation as funding is available; re-evaluate space and facility needs for repair and renovation

Year 1

1. Identify benchmark lists of centers, labs, and institutes at peer institutions; identify university policy that allows for the creation, maintenance, and evaluation of these units
2. Establish 3-to-5 year averages of grant and contract submissions by academic department to establish baseline data; establish increase goals for each unit
3. Using the five previous years of grant and contract funding, identify baseline funding amounts for the College and by academic unit; hold conversations with principal investigators about resources they need to continue to be successful in their work; identify enablers and distractors in the grant submission and awarding process
4. Using experiences and feedback from other academic units on campus, draft a position description for a post-awards grant specialist, including needed funding levels and impact on the College’s organizational structure
5. Working through academic units, develop an inventory of all external research partners and the individual collaborators; recognize partners as appropriate; begin developing a list of key research stakeholders
6. Using academic leaders, develop a list of current annual and standing events sponsored by College entities; empanel a committee of faculty and appropriate staff to review the listing of events, gather input from the larger faculty, and make a recommendation on an annual signature event for the College

Year 2

1. Conduct at least one faculty development session on the value and process of developing a research center, institute, or lab; bring these research leaders together to identify ways that the College can best support their work; develop and disseminate appropriate marketing and media materials to publicly support the work of the centers, institutes, and labs
2. Monitor grant and contract proposal submissions for targeted growth; assess support mechanisms from principal investigators to identify possible areas for improving the process of submission
3. Reviewing data from previous years, establish range of funding to be expected in future fiscal years, targeting amounts for the College and by academic units
4. Hire an individual to work with post-award support for the College; successfully transition the individual into the role and with the support of student-assistants, provide a high level of post-award support to College principal investigators
5. Begin meetings among key external research stakeholders and faculty/researchers/scholars, identifying area of past, current, and future collaborations; host key stakeholders in professional development activities as appropriate; publicly acknowledge collaborative research projects
6. Establish coordinating committee and host an initial signature College-wide intellectual event, assuring an assessment of both the technical and content elements of the program

Year 3

1. Conduct at least one faculty development session on the value and process of developing a research center, institute, or lab; bring these research leaders together to identify ways that the College can best support their work; develop and disseminate appropriate marketing and media materials to publicly support the work of the centers, institutes, and labs
2. Monitor grant and contract proposal submissions for targeted growth; assess support mechanisms from principal investigators to identify possible areas for improving the process of submission
3. Monitor grant award amounts, encouraging programs and faculty in areas as performance indicates is needed
4. Assure the integration of the post-award professional’s work into the College, monitoring use and success
5. Continue meetings among key external research stakeholders and faculty/researchers/scholars; host key stakeholders in professional development activities as appropriate; publicly acknowledge collaborative research projects
6. Again host a College wide signature event, monitoring participation, attendance, and integration into the College

Year 4

1. With the input and support of directors, develop assessment metrics and procedures for centers, institutes, and labs; continue providing information on the creation of these research units and promote their work to appropriate stakeholders
2. Continue to support grant and contract identification and submission work by faculty and staff
3. Monitor grant award amounts, encouraging programs and faculty in areas as performance indicates is needed
4. Monitor the use and performance of the post-award professional
5. Continue meetings among key external research stakeholders and faculty/researchers/scholars; host key stakeholders in professional development activities as appropriate; publicly acknowledge collaborative research projects
6. Again host a College wide signature event, monitoring participation, attendance, and integration into the College; determine continuation based on responses

Year 5

1. Conduct an evaluation of centers, institutes, and labs, using the metrics developed; continue to support their work and use outcomes to develop inter-disciplinary work and efforts across both College activities and faculty expertise as well as Universitywide
2. Review trend data on grant and contract support, exploring differences by discipline, success rate, and faculty rank; use findings to inform targets for future planning
3. Assess College’s performance over the five-year period of time, noting successful and less-successful practices in maintaining external support funding
4. Assess the impact of the post-award professional, making adjustments to the overall research support provided to College principal investigators, including hiring additional staff as appropriate
5. Develop a formal process of external stakeholder research collaboration recognition; assess practices that have been productive and those that need improvement; develop a plan for improving the collaborative process into the future
6. Again host a College wide signature event, assessing appropriate variables to determine continuation of the program

Year 1

1. Review the College’s undergraduate program offerings and align them with the three area community colleges, mapping curriculum alignments where possible; consult with appropriate program faculty and leadership to develop initial proposals for 2+2 agreements
2. Working through the College’s academic leaders and communicating with all faculty and staff, develop a catalog of area school and agency collaborating partners, identifying both key personnel and the type of collaboration; report publicly as appropriate
3. Create an ad hoc committee to consider appropriate mechanisms to recognize College partners in a formal way; come to consensus as to a strategy to implement
4. Create a process for building communication between faculty and community partners that includes open communication and explanation of strengths and opportunities; assure that information is accessible to all faculty
5. Identify key leaders who have successfully collaborated with area partners, bringing them together to identify best practices and how they might serve as mentors for other faculty

Year 2

1. Make on-sight visits to each of the area community colleges and introduce 2+2 degree proposals; negotiate as necessary and gain approvals on both the University campus and the respective community colleges
2. Continuously update and publicly communicate College collaborative partnerships, monitoring and editing the catalog as appropriate, being certain to share the information with faculty and staff to encourage external stakeholder involvement
3. Begin implementation of area partner recognition program; revise and evaluate as appropriate, gathering input from both internal and external stakeholders
4. Bring area partners to campus for information sharing and developing a stronger mutual understanding of opportunities for collaboration
5. Begin hosting professional development sessions on how to effectively work with community and area partners

Year 3

1. Develop an annual meeting with each of the community colleges to address changes, student issues and concerns, and to monitor enrollment
2. Continuously update and publicly communicate College collaborative partnerships, monitoring and editing the catalog as appropriate, being certain to share the information with faculty and staff to encourage external stakeholder involvement
3. Begin implementation of area partner recognition program; revise and evaluate as appropriate, gathering input from both internal and external stakeholders
4. Bring area partners to campus for information sharing and developing a stronger mutual understanding of opportunities for collaboration
5. Continue hosting professional development sessions on how to effectively work with community and area partners, developing one-on-one mentoring relationships

Year 4

1. Hold annual meeting with each community college, address changes, issues, and concerns as necessary, and report enrollment participation
2. Continuously update and publicly communicate College collaborative partnerships, monitoring and editing the catalog as appropriate, being certain to share the information with faculty and staff to encourage external stakeholder involvement
3. Begin implementation of stakeholder recognition program; revise and evaluate as appropriate, gathering input from both internal and external stakeholders
4. Bring area partners to campus for information sharing and developing a stronger mutual understanding of opportunities for collaboration
5. Continue hosting professional development sessions on how to effectively work with community and area partners, developing one-on-one mentoring relationships

Year 5

1. Assess each agreement, adjust as necessary, and continuing regular meetings and communication between the community colleges and the University
2. Continuously update and publicly communicate College collaborative partnerships, monitoring and editing the catalog as appropriate, being certain to share the information with faculty and staff to encourage external stakeholder involvement
3. Continue to formally recognize area partners and assess whether the mechanism that has been identified and implemented demonstrates appropriate gratitude to these partners
4. Assess previous years efforts to facilitate faculty collaboration with area partners and adjust based on faculty and partner feedback
5. Assess the work of professional development and mentoring of faculty working with community and area partners, specifically noting changes in the composition of community partnership engagement

Year 1

1. Identify best practices in annual report content and presentation from peer colleges of education; create a systematic way for the identification of content to be included in the annual report; develop and publish the initial College annual report in the summer of 2025
2. Create a mechanism for collaborative partnership results from the completed year and share in a meaningful way with partner leaders
3. Using fall semester student enrollment and credit hour production data, create baseline data for enrollment in all programs; share data across the College with faculty, staff, and leadership
4. Develop a mechanism and performance indicators to audit administrative work in the College and create a dashboard to be made available to College faculty and staff
5. Working through the College marketing director as well as the central administrative marketing office, create a series of regular communications with identified internal and external stakeholders

Year 2

1. Reviewing the process and acceptance of the annual report, again develop and publish the College annual report in the summer of 2026
2. Implement, and assess, collaborative partnership results from the previous year
3. Use enrollment and credit hour production data in creating priority hiring and resource allocation at the College level
4. Implement administrative audit on a regular basis at the end of the academic year, making results available to College faculty and staff as well as other administrators on campus
5. Implement College marketing plan, monitoring social media and other consumption metrics to identify performance

Year 3

1. Continuously review the previous year’s annual report, what peer institutions are including in their reports, and develop and publish the College annual report in the summer of 2027
2. Implement, and assess, collaborative partnership results from the previous year
3. Use enrollment and credit hour production data in creating priority hiring and resource allocation at the College level
4. Implement administrative audit on a regular basis at the end of the academic year, making results available to College faculty and staff as well as other administrators on campus
5. Implement College marketing plan, monitoring social media and other consumption metrics to identify performance

Year 4

1. Continuously review the previous year’s annual report, what peer institutions are including in their reports, and develop and publish the College annual report in the summer of 2028
2. Implement, and assess, collaborative partnership results from the previous year
3. Use enrollment and credit hour production data in creating priority hiring and resource allocation at the College level
4. Implement administrative audit on a regular basis at the end of the academic year, making results available to College faculty and staff as well as other administrators on campus
5. Implement College marketing plan, monitoring social media and other consumption metrics to identify performance

Year 5

1. Continuously review the previous year’s annual report, what peer institutions are including in their reports, and develop and publish the College annual report in the summer of 2029
2. Implement, and assess, collaborative partnership results from the previous year
3. Use enrollment and credit hour production data in creating priority hiring and resource allocation at the College level
4. Assess administrative audit criteria and distribution mechanisms; convey assessment committee to review the work and make recommendations for continuation
5. Implement College marketing plan, monitoring social media and other consumption metrics to identify performance; conduct formal assessment of the plan’s performance and impact on internal and external stakeholders