USCA STRATEGIC PRIORITIES:

Keeping the Pace of Excellence 

August 2003

Quality Facilities and Equipment that Support the Institutional Mission

Compiled by T. Ateca

• Revise the campus master plan to support strategic goals and objectives, expanding facilities as necessary to meet academic, administrative and program needs while preserving and enhancing the beauty of the campus (11.f.1)

·        Actively pursue external funding opportunities for development of the campus (11.h.2)

    Excellent Academic and Co-curricular Programs

Compiled by S. Ozment

·        Strategy 1.f.7. Physics and Astronomy. Examine the academic structure of comparable universities and provide a recommendation for the academic/administrative placement of physics and astronomy, based upon a sound theoretical and pedagogical rationale.

Superior Faculty and Staff

Compiled by D. Martin

• Determine ways to reduce heavy faculty and staff workloads including gathering research on alternative models, hiring sufficient personnel, and developing more efficient ways to accomplish campus duties and service.

(Strategies 1.e., 3.e.1., 3.i.3., 6.g.1.c., 7.b.1., 7.e.6.)

• Review, clarify and improve evaluation and reward of faculty and staff to ensure their effectiveness and consistency with the institutional mission and system expectations (Strategies 3.d.2., 4.a.1., 4.a.3., 4.b., 7.a.3., 7.a.4., 7.b.4., 7.e.4.)
• Improve faculty and staff recruitment processes and seek more diversity in new hires.  (Strategies 1.k.1.a. 1.k.1.b., 7.c.2., 7.c.3., 7.d.1.)
• Ensure faculty and staff retention through enhanced orientation programs, fully developed mentoring programs/support programs, constructive feedback, endowed faculty chairs, and competitive salaries and available resources.

(Strategies 1.k.1.c.,3.a.2., 3.a.5., 4.a.2., 7.c.1., 7.c.4., 7.e.1., 7.e.2., 7.e.3., 9.a.1., 9.a.7., 11.b.1.)

• Support regular professional development opportunities for faculty and staff.  (Strategies 3.a.4., 3.i.6., 4.c.1.,7.f.6., 7.g.1., 7.g.2., 7.g.3., 8.b.1., 8.c.5., 9.a.6.)
• Increase support for scholarly and creative activities including support for regular colloquia, increased resources for pursuing grants, and collaborative, cross-disciplinary endeavors.  (Strategies 3.a.3., 4.d.1., 4.e.1.)
• Encourage, highlight and recognize quality teaching and programs.  (Strategies 1.b.3., 2.a.3.b., 3.d.1.)
• Foster cooperation, civility, collaboration and collegiality in order to enhance the sense of community among faculty and staff  (Strategies 7.f.1., 7.f.2., 7.f.3.)

Building Strong Community Relations

Compiled by M. Hosang

·        Expand and nurture relationships with local industry, schools, other universities, state government and community and professional groups through internship, experiential learning, service learning programs, sharing of expertise, and credit and non-credit bearing experiences  (Strategies 5.a.1, 5.a.2, 5.a.3, 5.b.1, 5.b.2, 5.b.5)

·        Encourage and recognize faculty and staff participation in community service  (Strategies 5.c.1, 5.c.2, 5.c.3, 5.c.4)

·        Maintain and strengthen ties with and support of area schools through mechanisms such as cost-sharing projects, mentoring programs, professional development opportunities, educational programs, and volunteerism  (Strategies 5.f.1, 5.f.4, 5.f.5, 5.f.6, 5.f.7, 5.f.8)

·        Work with other USC campuses and in-state peer institutions to improve communication and relations with local and state government  (Strategy 5.d.1)
 

Quality Facilities and Equipment that Support the Institutional Mission

Compiled by T. Ateca

·        Revise the campus master plan to support strategic goals and objectives, expanding facilities as necessary to meet academic, administrative and program needs while preserving and enhancing the beauty of the campus. (11.g., 11.b.3, 11.d.5)

·        Actively pursue external funding opportunities for development of the campus (11.h.2)

·        Find ways to improve the effectiveness and efficiency of campus facilities considering existing resources, and current/future campus needs. (9.a.5.,11.a.4, 11.c.1)

Enhanced Organizational Effectiveness

Compiled by M. Lemons
 

• Develop and maintain effective organizational and administrative processes to support the institutional mission.

 (Strategies 7.b.5., 7.b.7., 7.h.1., 9.c.2., 9.c.3., 9.f.1., 9.f.2., 9.f.3.)

• Assess and improve communications at all levels on campus and find ways to enhance a sense of community among faculty and staff.   (Strategies  8.c.6., 9.d.3., 9.e.1., 9.e.3., 11.f.2.)  

·        Increase the variety and amount of financial resources to include enhancement and restructuring of the Development Office to more closely align efforts with the University mission statement and strategic plan.   (Strategies 10.a.1., 10.a.2., 10.b.1.1., 10,b.1.4., 10.b.1.5., 10.d.2., 10.d.3., 10.d.4., 10.d.5)  

• Continue to develop a reliable and integrated information system that consistently provides high quality services in support of the strategic plan.   (Strategies 8.a.3., 8.a.4., 8.a.5., 8.c.1., 8.c.2., 8.c.3.)

·        Restructure, clarify the role and enhance the visibility of the Alumni Affairs Office and increase contact with and support from alumni.  (Strategies 6.g.6.a, 6.g.6.b, 10.c.1.)
 

Strategic Enrollment Planning

Compiled by R. Duckett

• Effectively manage enrollment growth with the assistance of an Enrollment Management Committee (6.a.1, 6.a.3)
• Develop plans that will also recruit and retain graduate students (for existing programs), well-qualified transfer students (especially for degree programs that can accommodate more upper-level students), students from underrepresented minority populations, additional international students, and additional out-of-state students (from selected states) (1.k.2, 1.k.3, 1.k.3.a, 1.k.3.b, 1.k.3.c, 1.k.3.g,  6.b.2, 6.b.3, 6.d.3, 6.e.1, 6.f.2)
• Examine current marketing resources designated for recruitment and retention and identify areas to target for increased funding (6.e.2, 6.e.3,6.f.3)

Excellent Academic and Co-curricular Programs

Compiled by S. Ozment

·        Standardize and disseminate academic expectations of students. (1.a.1)

·        Regularly assess academic programs and offerings for consistency with university vision and mission and for pedagogical effectiveness. (1.a.2., 1.a.3., 1.a.4, 1.f.3., 1.f.5., 1.f.6.).

·        Add new degree programs as appropriate and feasible. (1.f.8)

• Expand experiential learning opportunities. (1.l.3)
• Develop a comprehensive and centrally-coordinated First Year program with at least a part-time director and staff and advisory board, and strengthen the advisement component of the program.  (2.a.).

A Dynamic Student-Centered Environment

Compiled by D. Kladivko

·         Assess USCA’s learning environment, including class size, class configuration, learning styles and delivery methods, and use results to guide policy and practice.  (Strategies 2.c.1, 3.i.2, 6.g.1.a, 6.a.2)

·         Create a consolidated Student Academic Support Network that will provide comprehensive, quality academic support and individualized attention to ensure student success.  (Strategies 2.b.1, 2.b.2, 2.b.3, 3.i.1, 3.i.5, 6.g.2, 8.b.5)

·         Enhance the academic advisement process to ensure high quality academic advising. (Strategies  2.a.6, 3.i.4, 6.g.4)

·         Provide adequate space on campus for student use (including for study and student activities) by creating additional space and reviewing current policies on use of existing space.  (Strategies 11.d.1, 11.d.4)

·        Maintain quality student service and athletic programs that meet student and community needs, enhance recruitment and retention efforts, and contribute to USC Aiken’s mission.  (Part of Strategy 6.h.1) 

Superior Faculty and Staff

Compiled by D. Martin

• Determine ways to reduce heavy faculty and staff workloads including gathering research on alternative models, hiring sufficient personnel, and developing more efficient ways to accomplish campus duties and service.  (Strategies 7.b.3.)
• Review, clarify and improve evaluation and reward of faculty and staff to ensure their effectiveness and consistency with the institutional mission and system expectations, and render appropriate rewards when merited.  (Strategies 4.a.4.)
• Improve faculty and staff recruitment processes and seek more diversity in new hires.  (Strategies 7.d.2.)
• Ensure faculty and staff retention through enhanced orientation programs, fully developed mentoring programs/support programs, constructive feedback, endowed faculty chairs, and competitive salaries and available resources.  (Strategies 7.d.3., 7.e.2., 7.f.4., 9.a.4.)
• Support regular professional development opportunities for faculty and staff.  (Strategies 3.i.6., 7.g.1., 7.g.3.)
• Encourage, highlight and recognize quality teaching and programs.  (Strategies 3.e.4., 8.b.2.)
• Increase support for scholarly and creative activities including support for regular colloquia, increased resources for pursuing grants, and collaborative, cross-disciplinary endeavors.   (Strategies 7.f.5.)

Building Strong Community Relations
 

               Compiled by M. Hosang

·        Expand and nurture relationships with local industry, schools, other universities, state government and community and professional groups through internship, experiential learning, service learning programs, sharing of expertise, and credit and non-credit bearing experiences  (Strategies 5.a.4, 5.b.3, 5.b.4, 5.e.1, 5.e.2, 5.e.3, 6.b.4, 6.d.1, 6.d.2)

·        Maintain and strengthen ties with and support of area schools through mechanisms such as cost-sharing projects, mentoring programs, professional development opportunities, educational programs, and volunteerism  (Strategies 5.f.2, 5.f.3, 5.f.9, 5.f.10)

·        Work with other USC campuses and in-state peer institutions to improve communication and relations with local and state government  (Strategy 5.d.3)
 

Quality Facilities and Equipment that Support the Institutional Mission

Compiled by T. Ateca

• Revise the campus master plan to support strategic goals and objectives, expanding facilities as necessary to meet academic, administrative and program needs, while preserving and enhancing the beauty of the campus. (11.b.5, 11.c.3, 11.d.3)
• Enhance and support instructional efforts by providing for routine maintenance/replacement of furnishings and equipment in classrooms and laboratories based on pre-determined lifecycle requirements.  (Strategies 1.h.1, 1.h.2, 3.h.1, 3.h.2, 11.e.1)
• Expand the use of integrated information technology to enhance administrative processes and contribute to the safety and security of the campus. (8.c.7, 11.b.6)

Enhanced Organizational Effectiveness

Compiled by M. Lemons
 

• Develop and maintain effective organizational and administrative processes to support the institutional mission.  (Objectives 9.h., 9.j., Strategies 7.h.2., 9.a.2., 9.b.1., 9.b.2., 9.c.1., 9.c.4., 9.d.1., 9.d.2., 9.g.1., 9.g.2., 11.a.3)
• Assess and improve communications at all levels on campus and find ways to enhance a sense of community among faculty and staff.  (Strategy  9.a.3.)

·        Increase the variety and amount of financial resources to include enhancement and restructuring of the Development Office to more closely align efforts with the University mission statement and strategic plan.  (Strategies 3.b.1., 10.b.2.1., 10.b.2.2., 10.c.3, 10.d.1.)

• Continue to develop a reliable and integrated information system that consistently provides high quality services in support of the strategic plan.  (Strategies 9.e.2., 11.a.1)

·        Restructure, clarify the role and enhance the visibility of the Alumni Affairs Office and increase contact with and support from alumni.  (Strategies 6.g.6.c., 10.c.2.)

Strategic Enrollment Planning

Compiled by R. Duckett

• Enhance recruitment and retention strategies for  graduate students, qualified traditional-aged undergraduate students, and examine ways to meet the needs of nontraditional students where capacity and services permit (6.a.4, 6.b.1,  6.c.1, 6.f.1)
• Involve alumni in recruitment and retention efforts (6.g.5.a, 6.g.5.b, 6.g.5.c,)

Excellent Academic and Co-curricular Programs

Compiled by S. Ozment

·        Provide academic, extracurricular, and other opportunities to expand awareness, exposure, understanding and appreciation of global differences and interconnectedness (1.b., 1.k.)

• Recognize and promote new/innovative curricular development (3.a.6)
• Expand experiential learning opportunities.
• Regularly assess academic programs and offerings for consistency with university vision and mission and for pedagogical effectiveness. (1.f.2., 1.g.1., 1.g.2, 9.k.)

·        Standardize and disseminate academic expectations of students. (1.d)

• Establish an administrative structure for all academic programs not grounded in a specific discipline. (1.f.1., 1.g.3)

·        Support undergraduate research. (1.j.1)

• Encourage efforts to develop interdisciplinary courses, linked courses, and collaborative projects among faculty, staff, and students. (3.c.1., 3.c.2., 3.c.4., 3.f.1.)
• Expand library holdings and facilities. (1.j.2., 3.g., 8.a.2., 8.b.3., 8.b.4)

A Dynamic Student-Centered Environment

Compiled by D. Kladivko

·         Enhance co-curricular and curricular learning opportunities that assist students in building career and life skills.  (Strategies 1.l.4, 1.l.5, 1.l.6, 10.b.1.b, 1.j.3)

·         Develop programs to assist in the retention of minority and international students.  (Strategies 1.k.3.d, 1.k.3.e, 1.k.3.f, 6.d.4)

·         Develop ways to enhance a sense of community at USCA.  (Strategy 6.g.3.a)

·        Maintain quality student service and athletic programs that meet students and community needs, enhance recruitment and retention efforts, and contribute to USC Aiken’s mission.  (Strategy 6.h.2, Part of Strategy 6.h.1)

Superior Faculty and Staff

Compiled by D. Martin

• Determine ways to reduce heavy faculty and staff workloads including gathering research on alternative models, hiring sufficient personnel, and developing more efficient ways to accomplish campus duties and service.  (Strategies 7.b.6., 7.b.8.)
• Support regular professional development opportunities for faculty and staff.  (Strategies 3.b.3., 4.c.2., 4.c.3., 4.d.4.)
• Increase support for scholarly and creative activities including support for regular colloquia, increased resources for pursuing grants, and collaborative, cross-disciplinary endeavors.  (Strategies 3.c.3., 4.d.1., 4.d.2., 10.b.1.2., 10.b.1.3., 10.b.1.4)
• Encourage, highlight and recognize quality teaching and programs.  (Strategies 3.a.1., 3.b.2., 3.d.3., 3.e.2., 3.e.3.)

Building Strong Community Relations
 

Compiled by M. Hosang

·        Work with other USC campuses and in-state peer institutions to improve communication and relations with local and state government  (Strategy 5.d.2)

Quality Facilities and Equipment that Support the Institutional Mission

Compiled by T. Ateca

·        Revise the campus master plan to support strategic goals and objectives, expanding facilities as necessary to meet academic, administrative and program needs, while enhancing and preserving the beauty of the campus. (11.b.2, 11.c.2)

Enhanced Organizational Effectiveness

Compiled by M. Lemons
 

• Develop and maintain effective organizational and administrative processes to support the institutional mission.  (Objective  9.i., Strategy 11.a.2.)

A Dynamic Student-Centered Environment

Compiled by D. Kladivko

·         Develop ways to enhance a sense of community at USCA.  (Strategies 6.g.3.b, 6.g.3.c)

·        Maintain quality student service and athletic programs that meet student and community needs, enhance recruitment and retention efforts, and contribute to USC Aiken’s mission.  (Part of Strategy 6.h.1)

Superior Faculty and Staff

Compiled by D. Martin

• Determine ways to reduce heavy faculty and staff workloads including gathering research on alternative models, hiring sufficient personnel, and developing more efficient ways to accomplish campus duties and service.  (Strategy 7.b.2.)
• Review, clarify and improve evaluation and reward of faculty and staff to ensure their effectiveness and consistency with the institutional mission and system expectations, and render appropriate rewards when merited.  (Strategies 7.a.1., 7.a.2., 7.e.7.)

Enhanced Organizational Effectiveness

Compiled by M. Lemons
 

• Develop and maintain effective organizational and administrative processes to support the institutional mission.

 (Strategy 9.e.4.)

Strategic Enrollment Planning

Compiled by R. Duckett

·        Develop plans that will also recruit and retain graduate students (for existing programs), well-qualified transfer students (especially for degree programs that can accommodate more upper-level students), students from underrepresented minority populations, additional international students, and additional out-of-state students (from selected states) (Strategy 6.b.4)

Excellent Academic and Co-curricular Programs

Compiled by S. Ozment

·        Provide academic, extracurricular, and other opportunities to expand awareness, exposure, understanding and appreciation of global differences and interconnectedness (1.b.1, 1.b.8)

• Promote innovative use of technology across the curriculum. (8.a.1., 8.c.4.)

A Dynamic Student-Centered Environment

Compiled by D. Kladivko

·         Provide adequate space on campus for student use (including for study and student activities).

(Strategy 11.d.2)