strategic plan - the university of new orleans - a higher

vThe University of New Orleans Strategic Plan 2007–2010

A WOrd frOm ChANCellOr TimOThy P. ryAN

dr. Timothy P. ryan, Chancellor

All of us who live in The New Orleans area know how significant Katrina has been in our lives over the past two years. Not only has The University of New Orleans itself suffered serious setbacks at the hands of Katrina, but the importance of our role in our community has been magnified significantly by the storm. Soon after the hurricane, The University of New Orleans started a new strategic planning process. The goal of that process was to develop a new plan and vision for the University that reflect the traditional strengths of the University; the mission of the University to support the social, economic, and cultural development of the New Orleans area; and the new challenge of assisting in the rebuilding of New Orleans after Katrina. The plan contained in this document does just that. It lays out the plan for the joint tasks of rebuilding UNO and rebuilding New Orleans.

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“Adversity has the effect of eliciting talents which in prosperous circumstances would

have lain dormant.” - Horace

Table of Contents

A Word from the Chancellor 1

Table of Contents 3

Executive Summary 4

Background The Strategic Planning Process 6 Measurements of University Success 7 The Funding Formula 8 Measurements of Student Abilities and Student Success 9

The Vision 10

The Mission 11 UNO’s Programs of Distinction 12 The Strategic Plan: Goals, Objectives and Actions Academic Programs 17 Students 20 Faculty Enhancement 22 Staff 24 Community 25 Facilities 27 Technology 28

AppendicesA. Additional Facts and Figures 30B. Strategic Planning Committee Membership 35C. Implementation Matrix 39

Table of Contents

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Executive Sum

mary

Executive SummaryThe University of New Orleans Strategic Plan 2007-2010 provides the road map for rebuilding and refocusing the University in the post-Katrina world. The Plan establishes the ‘new’ University of New Orleans as:

•AnurbanresearchuniversitywithSouthernRegionalEducationBoard (SREB)Four-Year1status •AuniversitywithselectedacademicProgramsofDistinctionthatare nationally competitive for students and for research funding •AuniversitywithanHonorsCollegethatrecruitsthehighestqualified students in the South •Auniversityof15,000studentswhoenterwithanaverageACT score of 25 •Auniversitywith25%ofitsstudentpopulationfromotherstatesand countries •Amoreinternationaluniversitywith8%ofitsstudentpopulation from other countries •AuniversitythatsupportstherecoveryoftheentireNewOrleans community through faculty and student participation •Auniversitywithstate-of-the-artfacilitiesandtechnology •Auniversitythatisenhancedbydonorfunding

The Plan lays out the specific steps that the University will take to achieve

this vision.

•Academic Programs. New faculty lines will be restored to departments according to the Academic Programs Plan. Besides supporting the university in general,thisacademicplanwillaidtheuniversityinattaining‘Four-Year1’statusasdefinedbytheSREB,andwillsupportUNO’snationallyrecognizedProgramsofDistinction.Tofurtherthesesamegoals,theuniversitywillreestablishBoardsof Visitors in each college so as to engage the support of high-profile and influential alumni and both business and community leaders.

• Targeted Marketing of Out-of-State and International Students. As Louisiana’sUrbanResearchUniversityofNationalStature,UNOwilltargetmarketing and research efforts so that the out-of-state student population and the internationalstudentpopulationwilleachincreaseto8%ofthetotalenrollmentby 2010, thus maintaining the position of the university as the most diverse in the state. The increase in international student population will be achieved by improving the coordination of international programs and by expanding

programs and degrees in international studies.

•Other Student Recruiting Measures. The university will increase its emphasisonhonorsstudentsthroughtheHonorsCollegePlanandwillreinstatethe National Merit Scholars Program. These measures, along with the targeted marketing mentioned above as well as planned improvements in campus facilities and campus life, are designed to increase the entering ACT score to 25 (SAT Math andReadingof1130or1700composite)andtoincreaseuniversityenrollmentto15,000–both of these goals to be achieved by 2010. One other important aid to student recruiting will be the planned return of the university’s athletic program toNCAADivisionIandSunBeltConferencestandards.

• Student Retention. One significant measure to improve student retention will be to enhance faculty-student mentoring. Another will be to reaffirm the SACSQuality Enhancement Plan (QEP), which aims at improvement of thepersistence rate of freshmen. Improving the ACT score of entering students will also help to improve the graduation rates. The overall goal in retention will be to

match or exceed the graduation rate of our peer institutions.

•Faculty Recruitment and Retention. To attract and keep faculty ofnational and international stature, the university will develop a marketing campaign geared toward the recruitment of faculty and will establish a specific budget item for faculty recruitment and retention. Related budget lines willestablish summer support for new faculty and an in-house grants program. Faculty will be provided the resources necessary to deliver exceptional learning

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opportunities, including enhanced library support, additional instructional technology, and life-cycle replacement of instruments and computers. Full membership on the graduate faculty by tenured faculty in departments with graduate programs is a university goal, and the university also will make use of the

Faculty Productivity Index as a key indicator of enhanced faculty achievement.

• Community Service and Customer Service. The appointment of a Coordinator of Service Learning and specific actions related both to service learning and community service will enhance the involvement of UNO students in the rebuilding of the New Orleans region. At the same time, steps taken to improve customer service will help UNO become a more student-friendly campus.

• Rebuilding of the Campus. Construction of additional first-class student housing is a priority, while rebuilding the Cove will provide access to dining on the west side of campus. Additional objectives include construction of a new Fine Arts building; redesign of the Library and of the Performing Arts Center; construction of new athletic facilities; construction of a Facilities Services building; and redesign of lecture halls to make best use of instructional technology. Renovation of the University Center, diversification of campusdining, and relocating the Office of Admissions to a space suitable for campus visits by prospective students and their families comprise further projected

improvements. A key criterion of all such rebuilding of the campus infrastructure will be safety.

• Technology Needs. Finally, the Strategic Plan addresses the technology needs of faculty, staff and students. Key hardware improvements planned includeestablishingUNOasahubontheLouisianaOpticalNetwork(LONI)toprovide very high-bandwidth internet connectivity; providing access to the two new supercomputers already located on campus; establishing wireless connectivity forallcampusbuildingsandgreenspace;increasingstandardemailmailboxsizeto 1 GB; and providing the power, security and redundancy necessary to ensure business continuity.

Full details of the steps outlined and other plans can be found in the central section previously, “The Strategic Plan: Goals, Objectives and Actions.” Another majorsectionoutlinestheuniversity’sProgramsofDistinction.Anintroductioncontains compact statements of the university’s vision and mission, a description of the strategic planning process itself–a process which engaged the whole campus community–and brief descriptions of how the university goes about measuring its

success. Appendices provide further useful information.

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BackgroundThe STraTegic Planning ProceSS

The University of New Orleans Strategic Plan for 2007-2010 is a comprehensive and realistic plan to advance higher education at a university which has adopted morestringentadmissionrequirementsinamajorcitychallengedwithongoingrecovery efforts, demographic shifts, diminished regional populations.

Post-Katrina, the Strategic Planning Committee first met on October 25, 2006, and received a mandate from the Chancellor to unite all university planning initiatives and to develop a comprehensive new plan that incorporates the realities of the post-Katrina environment and guides the recovery of the university. The Chancellor directed attention to several areas: student issues including enrollment,recruitment,internationalization,andlearning;facultyissuessuchasrecruitment, retention, and academic programs; research; and community service. TheChancelloremphasizedthattheplanmustbecomprehensive;thatis,itmustinclude all academic and service areas.

This Strategic Plan will identify a unified approach to match existing resources and past studies with stated goals, objectives, and realistic action steps. In essence, the committee was charged with developing a broad strategic plan that will guide the university through the recovery, re-examination, and rebuilding process.

Committee OrganizationCommittee membership included two faculty members, two vice chancellors, two students, two deans, two members of the Alumni Association Board of Directors, twomembersof theUNOFoundationBoardofDirectors, and theChancellor as an ex-officio member. The committee was initially co-chaired by the Vice Chancellor for Strategic Planning and Budget and by the Provost and Vice Chancellor for Academic and Student Affairs. In addition to this collabora-tive group, key university officials were asked to provide expertise and insight in specific areas such as student recruitment and enrollment, economic development and technology transfer initiatives, university advancement, and fundraising.

After identification of the major themes, subcommittees were formed, drawing members from various standing committees and task forces as well as key administrators, senior staff, and graduate and undergraduate students. The purpose of these subcommittees was to define objectives, identify measurements, and craft action plans that were reasonable for a three-year period. The commit-tee organization changed at the beginning of 2007 with ScottWhittenburg,Associate Vice Chancellor for Assessment and Institutional Effectiveness, becoming the chair.

Membership of all committees and subcommittees can be found in Appendix 3.

Community InvolvementUniversity involvement was encouraged through a survey, an open forum, and creation of a Sharepoint site. Questions for the survey were derived from the objectives in the plan draft, and the survey was emailed to faculty, staff and students. A ‘Think Out of the Box’ lunch session was held on March 23, 2007 at the Earl K. Long Library. The campus community could follow and comment on theplanningprocessbyvisitingtheSharepointsitewhichcentralizedpertinentinformation including meeting calendars, agendas, minutes, and reports.

Using results from the open forum and survey, the writers prepared a second draft for committee deliberation. A day-long retreat was held on May 24 for the committee to discuss and revise the plan before distributing it. On June 1 the draft of the plan was emailed, inviting comments from the university community. Responseswere requestedbyJune18,afterwhich thecommitteemetagain toconsider the comments before preparing a final recommendation to the chancellor.

The PlanThis plan represents a shared vision for the future of the university. It will be reinforced through the institutional effectiveness process. This strategic plan will be reviewed and adjusted to serve continuously as a living guide for academic excellence, faculty and student retention and recruitment, master campus planning, university athletics, research priorities, international initiatives, and partnership development.

Background

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MeaSureMenTS of univerSiTy SucceSS

TheUniversityofNewOrleansisamajorurbanresearchuniversity.Categorizedas a SouthernRegional Educational Board (SREB) Four-Year 2 institution, asa Carnegie Doctoral/Research Intensive University, and as a Commission onColleges - Southern Association of Colleges and Schools Level VI institution, UNO offers students a broad range of academic programs, nearly one-quarterofwhichareatthemaster’sordoctorallevel.Extracurricularactivities,including NCAA Division I intercollegiate athletics; an extensive program ofintramuralsports;andfrequentexhibitsandprogramsinmusic,drama,ballet,andthe fine arts enhance the student experience. Culturally, socially, economically, and intellectually, the University of New Orleans is one of the major assets of the City of New Orleans and the State of Louisiana.

This strategic plan outlines actions to be taken over the next several years which are necessary to reach the university’s goals. The facts and figures given below and in Appendix A were used by the committee to ensure that our progress could be accurately assessed.

SREB Four-Year 1TheSouthernRegionalEducationBoardisanonprofitorganizationthatworkswith policy makers in 16 southern states to improve pre-K through postsecond-aryeducation.Amongfour-yearschoolstheSREBdefinessixcategoriesorranks.Currently,UNOisanSREBFour-Year2 institution.Toreachthehighestcat-egory,anSREBFour-Year1institution,theUniversitywillneedtoawardatleast100 doctoral degrees yearly that are distributed among at least 10 Classification ofInstructionalPrograms(CIP)categories(2-digitclassification)withnomorethan50%inanyonecategory.Institutionschangecategorieswhentheymeetthecriterion for another category for three consecutive years.

Before Katrina, UNO averaged roughly 75 doctoral degrees in seven CIP cat-egories (by2-digit classification).Twoof thosedoctoralprogramshaveout-of-dateCIPcodes,andtheuniversitycouldreachSREBFour-Year1statusbyre-

classifying these two doctoral CIP codes, adding at least one additional doctoral program with a non-duplicating CIP code, and increasing the number of doctoral degrees granted. This Strategic Plan also suggests adding four additional doctoral programsfortworeasons:(1)someoftheadditionalprogramswillhaveduplicativeCIP codes but hold the promise of producing significant numbers of additional doctoralstudents;and(2)theadditionalprogramsmaybeneededtoensurethatthe university meets the criteria for three consecutive years.

Rankings of U.S. News and World Report The U.S. News and World Report annually publishes a list of ‘America’s Best Colleges.’ The rankings are listed separately for national universities, liberal arts colleges, master’s schools and comprehensive institutions. UNO is a national university and is ranked in the fourth tier. For national universities the top 248 schools are ranked according to tiers; the top two tiers are numerically ranked, while those in the third and fourth tier are listed alphabetically. The measures used for the rankings fall into seven broad categories: Peer Assessment; Graduation andRetentionRates;FacultyResources;StudentSelectivity;FinancialResources;AlumniGiving;andGraduationRatePerformance.

In addition to the overall rankings, U.S. News and World Report also provides rankings for Racial Diversity (see below), Economic Diversity, InternationalStudents, Internships, Senior Capstones, First-Year Experiences, UndergraduateResearch/Creative Projects, Learning Communities, Study Abroad, ServiceLearningandWritingintheDisciplines.

Whilethemagazine’srankingshaverecentlycomeunderincreasedcriticism,theystillarewidelypublicizedandusedbystudentsandparentsinselectingaschool.This Strategic Plan, while not explicitly using those rankings, addresses many of the key measures from which the rankings are obtained and recommends actions whichwillhelptheuniversitymovetothemagazine’sthirdtier.

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Faculty Scholarly Productivity IndexBecause of the growing dissatisfaction among colleges and universities nationwide with the U.S. News and World Report rankings, other measures of universities and programs are beginning to emerge. The Faculty Scholarly ProductivityIndex(putoutbyAcademicAnalytics,Inc.)isamethodforevaluatingdoctoral programs at research universities. It measures the annual productivity of facultyinseveralareasincludingpublications(booksandjournalarticles),cita-tions of journal publications, federal research funding, and awards and honors. Resultscanbecomparedtothoseofpeerinstitutions.

Ethnic Diversity IndexThis index addresses the racial diversity of the student body as well as that of the faculty.TheRacialDiversityIndexisreportedannuallybyU. S. News and World Report in its rankings of universities.

Peer InstitutionsThrough its Urban Agenda, UNO has identified a set of peer institutions (universitiesverymuchlikeus,andalsoonourlevel)andasetofaspirationalpeeruniversities (urbanuniversities thatwe aspire to imitate).For each set, schoolswerechosenbothfromtheSREBandfromoutsideoftheSREB.Theseuniversitiesare all major urban campuses with many of the same problems and promises experienced by UNO.

SREB Peer Institutions: Florida Atlantic University, Florida International University, Georgia State University, University of Texas-Arlington, University of Alabama-Birmingham, University of Memphis, University of North Carolina-Greensboro, Virginia Commonwealth University.

Non-SREB Peer Institutions: Cleveland State University, Indiana University -PurdueUniversityIndianapolis,OaklandUniversity(Michigan),UniversityofMissouri-Kansas City, University of Missouri-St. Louis, University of Toledo,

WayneStateUniversity.

SREB Aspirational Peer Institutions: UniversityofHouston,UniversityofLouisville.Non-SREB Aspirational Peer Institutions: University of Cincinnati, University ofIllinois-Chicago,UniversityofWisconsin-Milwaukee.

The funding forMula

The Strategic Planning Committee considered the formula funding method which is used by the Louisiana Board of Regents as a tool in allocating stateappropriations to each of the colleges and universities in the state.

During the difficult fiscal times in the late 1970s, the budgets for universitieswere drastically reduced. Since 1981 the state has not funded higher education at 100%offormulafunding,butinsteadhasfundedeachuniversityatapercentageof its formula.

Justprior toHurricaneKatrina,UNOwas fundedat roughly63%of formulafunding. Following the storm, higher education budgets were cut due to fears of declining state tax revenues, and the funding formula was used to determine themagnitudeofthecutforeachuniversity.However,thosefearsprovedtobeunfounded, and the state experienced a large budget surplus due to billions of dollars of federal money and insurance payments flowing into Louisiana as a result ofstormlossesandrisingoilprices.In2007theuniversitieswerefundedat100%of formula funding. It is clear that strategic planning for the campus must include a discussion of formula funding.

TheBoardofRegentsfundingformulausesacombinationoffull-timeequiva-lent(FTE)enrollmentheadcount,theSREBuniversitydesignation,anddoctoraldegrees awarded. Beginning in fiscal year 2006-2007, two-year schools began using the immediate FTE enrollment while four-year schools began using a three-year rolling average. The contribution for doctoral degrees is determined using aquartilestructurepopulatedwiththemostrecentSREBdata.Thelowest,middle,and highest quartiles for SREB Four-Year 2 school doctoral production arecalculated, and the quartile position of the university is determined using the

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most current number of doctoral degrees granted. Of most importance is that the formula level of funding for each university is primarily determined by the enrollment,numberofdoctoraldegreesgranted,andtheSREBtier.

MeaSureMenTS of STudenT abiliTieS and STudenT SucceSS

In addition to setting an overall enrollment target, this plan sets aggressive objectives for raising the mean ACT score of first-time, full-time freshmen.

The Board of Regents sets minimum admissions standards for freshmen.CurrentlythoserequirementsareanACTscoreof23orahighschoolcumulativeGPAof2.5orgreateroraclassrankinthetop25%.TheACTtargetspecifiedinthisplanisnotanadmissionsrequirement.Instead,itisagoalforourmarketingand recruiting efforts that will help us measure our success in building nationally recognizedacademicprograms.RaisingtheenteringfreshmanACTscorewillalsoimprove our graduation rate.

Finally, it is important to note that while our pre-Katrina first-year persis-tence rate (67%)was close to that of our peer institutions (69%), our 6-yeargraduation rate (25%) was significantly below that of our peers (39.4%).Clearly, the university must address the graduation rate by many means, but especially by recruiting better-prepared students and by improving instructional delivery. Both the latter methods are particularly addressed in this plan.

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The VisionThe University of New Orleans has the vision to be a great urban research university.Wewillattractdiverseandtalentedstudentsthroughanaccomplished,diverse and energetic faculty; a wide range of excellent programs; state-of-the-art facilities; and engagement with the larger community.

A great urban university has outstanding academic degree programs. The University is committed to strong programs in fields that support our urban mission;thatcelebrateandexploittheuniqueadvantagesofourlocationinoneof the most historic, culturally rich, and interesting cities in the country; and that support our goal to be an urban research university of national stature. Our programs will attract students from the region, nation, and world.

A great urban university has talented students. Our students currently rival any in the country in work ethic and dedication to learning. The University affirms that it will graduate well-educated students who have character, integrity, tolerance, and vision. They will be committed to a life of learning, service, and leadership; capable of making ethical decisions; and prepared to function successfully within a diverse, multicultural, and global society.

A great urban university has faculty of national and international stature. The University already has one of the best faculties of any university of our type in the United States, but we will focus on recruiting new faculty in strategic academic areas and actively supporting their efforts in teaching, research, and service.

A great urban university has a dedicated support staff. The University will continue to recruit staffwith exemplary skills, retainqualified staff through anongoingsystem of performance evaluation and rewards, and encourage staff productivity through effective support systems.

A great urban university is engaged with its community. By enhancing programs of academic excellence and community collaboration, we will better contribute to the economic, social, and cultural development of the Greater New Orleans community and beyond.

Agreaturbanuniversityhasgreat facilities.Thequalityofourcampuswillbeconsistent with our status and support a complete learning, living community.

A great urban university has innovative applications of technology. The University will continue to provide students, staff and faculty with state-of-the-art technology, support research through university-class computational and library resources, and

ensure that IT resources are always available.

Vision Statem

ent

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The MissionUNO, the urban research university of the State of Louisiana, provides essential support for the educational, economic, cultural, and social well-being of the culturally rich and diverse New Orleans metropolitan area. Located in an international city, the university serves as an important link between Louisiana and both the nation and the world. The university strategically serves the needs of the region through its undergraduate and graduate programs and through mutually beneficial collaborations with public and private bodies whose missions and goals are consistent with and supportive of UNO’s teaching, scholarly, and community service objectives.

The university’s technological and cultural alliances connect the institution, its faculty, and its students to the community.

Joint projects with public schools, governments, foundations, businesses, and civic groups enrich opportunities for learning and community growth.

Research and graduate programs focus on fields of study in which UNO isnationally competitive or responding to specific state or regional needs.

Approved by LSU System Board of Supervisors, June 4, 2004

Mission Statem

ent

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Programs of DistinctionThe university has defined a set of academic programs and research areas spanning thefivecollegeswhicharenationallyrecognizedandwhichcelebratetheuniquecultural, social, historical, and physical environment of the New Orleans region. ProgramsofDistinctionforeachcollegearedescribedbelow.

College of Business Administration

The College of Business Administration delivers a quality business education to our international, regional, and local communities through teaching, research, and service to our stakeholders, and the effective use of technology. We facilitate economic development and entrepreneurial activity, and adhere to the core values of continuous improvement, high ethical standards, and diversity in the educational environment.

The Lester E. Kabacoff School of Hotel, Restaurant, and Tourism AdministrationTourism is an essential part of our local and regional economies. To ensure New Orleans is successful in the future, we must create a work force of highly trained hospitalityprofessionals.TheLesterE.KabacoffSchoolofHotel,Restaurant,andTourism Administration is one of the leading hospitality management programs in the country and is the only hospitality program in Louisiana that offers a master’sdegree.TheSchoolofHotel,Restaurant,andTourismAdministrationisentrenched in one of the most vital hospitality economies in the country. Students whostudyatUNOhavetheuniqueopportunitytogainpracticalexperienceandknowledge from the best in the industry.

The Department of AccountingTheDepartmentofAccountinghaslongbeenatthecoreoftheCollegeofBusinessAdministration. The department consistently ranks as one of the top programs in the South in the percentage of first-time passage rates on the CPA exam. The DepartmentofAccountingmaintains a separateAACSBaccreditation, oneof a

relative few accounting departments worldwide to maintain this level of excellence. The department offers the only Master of Science in Taxation program in Louisiana.GraduatesfromtheprogramsoftheDepartmentofAccountingarevery actively recruited by both regional and national accounting and financial services firms.

Global Entrepreneurship InitiativeThe college’s Global Entrepreneurship Initiative is an innovative program that has great potential to be a regional and national model for entrepreneurship training and development. The comprehensive program incorporates entrepre-neurial concepts into classroom learning and real-world projects. The program isunique,andsoaretheopportunitiesourcommunitypresentstoourstudents.The program has four components: business development workshops for local small business owners; faculty and staff training in entrepreneurship; the Students inFreeEnterprise(SIFE)programthatteachesUNOstudentstoworkdirectlywith local small businesses; and a program to develop the entrepreneurship skills of junior high and high school students, the latter in partnership with Junior AchievementofGreaterNewOrleans.Withtheimplementationofthisprogram,wehaveauniqueopportunitytohelpstudents,ourcommunity,andthefutureofthe New Orleans business community.

College of Education & Human Development

The College of Education and Human Development improves teaching and leadership, advances lifelong learning, and promotes health and wellness through enhanced community partnerships.

Teacher Education and Counselor EducationUNO’sCollegeofEducationandHumanDevelopmenthaslongbeenaleaderineducating top-flight teachers and counselors. The Counselor Education Program is the only doctoral program in counselor education in the state of Louisiana, and it achieved national prominence in the last decade with a number of awards,

Program

s of Distinction

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includingtheRobertFrankOutstandingProgramAward.AssouthLouisianarecov-ersandrebuilds,twoofthegreatestneedsarequalityeducationandaidincopingwith the ongoing psychological effects of the continuing struggle to rebuild the homesandneighborhoodsthatwerelostduringHurricaneKatrina.UNOoffersinnovative, practical teacher and counselor education that has a direct effect on ourcommunity.ProgramssuchasTeachGreaterNewOrleans(TGNO),whichoffers fast-track certification to individuals not originally trained as teachers, make an immediate difference. Likewise, the Counselor Education Program provides caringprofessionalswithuniqueexperiencetomakeareal,immediatedifferencein the community by helping in long-term disaster recovery.

Charter School CenterSince2002,theCollegeofEducationandHumanDevelopmenthasbeendevotedto the cause of improving public education in New Orleans. This mission became evenmoreurgentfollowingthedevastationwroughtbyHurricaneKatrina,andUNO has taken a leadership role in tackling school reform through its Charter SchoolCenter.Thecenter’suniqueapproachistoprovideacontinuumofaca-demic excellence to students from pre-kindergarten through college. The center manages three charter schools and serves in an advisory capacity to an additional two schools, employing a curriculum that prepares students for placement in UNO and other universities and community colleges. The Charter School Center is aunique exampleof thebright futurepossible forpublic education inNewOrleans,andrequiresexpansionandsupporttocontinuetoaddresstheneedsofboth students and the community.

College of Engineering

The College of Engineering provides affordable, quality undergraduate and graduate engineering education in a manner which meets the needs of both the metropolitan community we serve and the larger national and international community.

The School of Naval Architecture & Marine Engineering (NAME)UNO is one of a select few universities to offer a Bachelor of Science degree in naval architecture and marine engineering, and UNO’s undergraduate program in this subject is one of best in the country. The UNO-NAME graduate program is one of the fastest-growing programs in the United States. Besides studying with distinguished faculty, students benefit from access to nearby shipping industries andfromproximitytotheMississippiRiver,LakePontchartrain,andtheGulfof Mexico. Graduates are in high demand and find positions in a wide variety of marine enterprises such as ship and yacht building, engineering and design consulting, software development, and offshore companies. Usually they find positions well before they finish the program.

Flood Protection Analysis & Design ProgramCivil engineering plays a vital role in the New Orleans area, particularly in flood protection. The geographical makeup of the area along with climate change presentsunique challenges to the futureof the city and region.TheCivil andEnvironmentalEngineeringDepartmentstrivestoproducegraduatesproficientin the specialties that serve the New Orleans metropolitan area and other major urban areas. UNO can provide engineering students with experiences and lessons unavailable anywhere else in the world, preparing the next generation of civil engineers for the increasingly complex challenge of creating flood protection systems that can cope with global climate change.

College of Liberal Arts

The College of Liberal Arts advances the visual and performing arts, the humanities, and the social sciences through its educational commitment to the creative, cultural, intellectual, and social development of New Orleans and the State of Louisiana, as well as communities beyond our borders.

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Film Arts ProgramUNO’sFilm,Theatre,andCommunicationArtsDepartmenthousesoneofthetop film production programs in the country, having close affiliations with the prestigious American Film Institute and the UNO Film Studios. Besides study-ing with the distinguished faculty of the department, UNO students have the opportunity to work on major motion pictures and to learn from industry insiders.Givenitsuniquepositionandestablishedconnectionstotheburgeoningfilm industry in New Orleans, the Film Arts Program is helping to solidify the city’sandtheuniversity’sroleinthedevelopmentofHollywoodSouth.

Creative Writing ProgramUNO’sCreativeWritingWorkshop(CWW)isavitalpartofSouthLouisiana’srobust literary heritage. Its students produce highly acclaimed work, having received such honors as the National Student Playwright Award from the AmericanCollegeTheatreFestival;theAssociatedWritingProgram’sIntroawardsin short fiction, poetry and non-fiction; and awards in graduate fiction, poetry andnon-fictionfromtheGulfCoastAssociationofCreativeWritingTeachers.Graduates have had their work placed with major publishing houses, have won the Authorlink1 International New Author Awards Competition for Best Novel, and have been featured in the book-of-the-month series on NBC’s Today show.

The School of Urban Planning and Regional Studies (SUPRS)In the aftermath of the worst disaster ever to hit an American city, UNO’s School ofUrbanPlanningandRegionalStudies(SUPRS)wasbornatGroundZero.Itsdedicatedplanners,anthropologists,andgeographersrecognizetheprivilegeandresponsibility they have been given. Their charge is to aid in the recovery and restoration of the greater New Orleans area’s natural and built environments as well as to help preserve and promote its cultural traditions. Central to the mission ofSUPRSisthecommitmenttocommunityservice:weinsiststudentsactually‘do’ as they learn. At this pivotal time in our history, the scope of the work needing to be done both in terms of planning and cultural preservation is enormous; it will

lastwellintothenextdecade.SUPRSguidesstudentstomeetthechallengeofsimultaneously preserving cultural traditions and building workable twenty-first-century communities through education, research and engagement.

Jazz StudiesIn the last century, New Orleanians seeking respite from urban life boarded ‘Smoky Mary’ for the five-mile train ride north to the south shore of Lake Pontchartrain. There, the waterside hamlet of Milneburg offered a haven for the New Orleans populationandfortheincubatingartformof jazz.Today,acommunitywearywith post-Katrina issues once again finds respite at the lakefront with the sounds of our nation’s greatest indigenous music, while the path of those old railroad tracks, nowknownasElysianFieldsAvenue,stilllinksthehottestnamesinjazzwiththeurban musical landscape of New Orleans–and the world–at UNO. Guided for many years by the legendary hand of pianist and educator Ellis Marsalis and now ledby recordingartist andeducatorEdPetersen,UNO’s JazzStudiesProgramhas grown into a solid, internationally acclaimed program that attracts the most talentedup-and-comingstudentsfromaroundtheworld.JazzStudiesalumnifillarosterchockfullofnameslikeNicholasPayton,IrvinMayfield,JeremyDaven-port,HarryWatters,BriceWinston,GlennPatscha,andJasonMarsalis.

Center for Hazards Assessment, Response and Technology (CHART)UNO-CHART is an applied social science hazards research center at TheUniversity of New Orleans that collaborates with coastal Louisiana communities including the City of New Orleans and its surrounding parishes. The objectives of CHARTprojectsaretoassistresidentsandlocalandstateofficialsinreducingrisktonaturalhazards,especiallyhurricaneandclimatehazards,andtohelpthemgaina better understanding of their risk and what they can do to protect themselves fromthesehazards.CHARTwasfoundedin2001andiscomprisedofamulti-disciplinary group of faculty, staff, and graduate research assistants representing various backgrounds including sociology, political science, public administration,

planning, urban studies, engineering and geography. Currently, CHART hasprojects that address repeated flood loss, disaster mitigation planning,

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developing of community resiliency assessments, storm mitigation efforts by coastal communities, and hurricane evacuation of vulnerable populations.

Metropolitan College

Metropolitan College extends high-quality resources and services of The University of New Orleans to enhance economic progress, workforce and professional development, personal and civic enrichment, and other educational opportunities for the citizens of the New Orleans metropolitan region, the state and beyond.

International Studies Center DevelopmentOnly a few cities in the United States possess the same name recognition and allure abroad as New Orleans. The city’s diverse culture, key location and rich history have attracted visitors and students for many years. The Austrian Marshall Plan Anniversary Foundation donated a generous ‘seed-money’ gift to help launch a project to build an International Studies Center at the University of New Orleans. It will serve as the central site for international activities on the UNO campus and will house all university units dealing with international courses of study, international students and faculty, study abroad and exchange programs, and international student organizations. By capitalizing onUNO’s impressiverecord of international programs and partnerships, the new International Studies Center will provide the core synergy for expanding and strengthening international activities and opportunities, extending UNO’s contributions to international growth within the New Orleans area.

College of Sciences

The College of Sciences advances science through excellence in teaching, research and service and supports the educational, economic and technological development of the New Orleans metropolitan area, the State of Louisiana and the nation.

Advanced Materials Research Institute (AMRI)The Advanced Materials Research Institute (AMRI) is a multidisciplinarymaterials science research institute in the College of Sciences. The focus of our nanomaterials research and education programs is twofold: (1) thedevelopment of new materials which are crucial for information technology applications including telecommunications, ultra-high density data storage, and information-sensitivesensorsanddevices;and(2)thetrainingandeducationoffuturematerialsscientists with expertise in nanomaterials and nanotechnology. Our educational program includes a very successful Outreach Summer Research Program forundergraduates, high school students, and high school teachers. Our collaborative efforts include joint research programs with several academic institu-tionsandindustriallaboratories.LocatedintheScienceBuilding,AMRIoccupiesmorethan8,000squarefeetoflaboratoryandofficespace,andhasavailableanimpressiveinventoryofspecializedmaterialsresearchinstrumentationtocarryoutits research programs.

Pontchartrain Institute for Environmental Sciences (PIES)ThePontchartrainInstituteforEnvironmentalSciences(PIES)isapartnershipof scientists and educators combining rigorous scientific analysis with education, outreach and planning in order to develop practical solutions to the environmental challenges found in the Pontchartrain Basin, in other areas in Louisiana and in similar ecosystems elsewhere in the world. The Institute is comprised of five researchlabsandaCoastalWetlandEducationProgramthatoffersareaschoolsthe opportunity to explore our fascinating wetland culture. PIES is closely associatedwiththeDepartmentofEarthandEnvironmentalSciencesatUNOwhich offers concentrations in geology, petroleum geology, coastal science and restoration, and environmental science and policy at the B.S., M.S., and Ph.D. levels. The faculty and staff consist of geologists, biologists, computerscientists,ecologists,educators,engineers,geographersandRS/GISspecialists.Wecontinually improve our academic and research programs through adaptive management to meet the ever-changing needs of our society.

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National Center for Data Assurance EducationInformationAssurance(IA)researchatTheUniversityofNewOrleansiscenteredaroundtheNetworking,Security,andSystemsAdministrationLaboratory(NSSAL)inourDepartmentofComputerScience.Current research is focusedprimarilyon digital forensics and network security. The Center is actively developing next-generation digital forensics tools and technologies. These include an architecture for cluster-based digital forensics investigation which leverages commodity computer clusters (e.g. Beowulf clusters) to rapidly performlarge-scale investigations, and the fastest available file-carving application, named Scalpel. Students in our research group are working on a number of interesting issues in information assurance, including document similarity tools, improved steganography detection, and collaborative digital forensics tools.

Bioinformatics Research ProgramBioinformatics research at The University of New Orleans benefits from excellenttieswiththeResearchInstituteforChildren(RIC)–anewresearchfacilityadministered jointly by Louisiana State University Health Sciences Center(LSUHSC) andChildren’sHospital. Faculty in the bioinformatics group haveties with the Research Institute, and one facultymember conducts laboratoryresearchatRIConthedevelopmentofanalphahemolysinnanoporedetector,andtheuseofthatdetectorinavarietyofsingle-moleculebiophysical/biochemistrybinding studies. Facilities at UNO include a large, state-of-the-art computational clusterconsistingof20dualAMD64machineswith4G+RAMandGig-Ethernetconnectivity. These cluster nodes serve double-duty, providing high-powered work stations for bioinformatics student researchers (and visitors), as well asaccesstoexcellentFileserverhardwareandother,morespecialized,departmentalcomputationalfacilities(aBeowulfcluster).

Conservation BiologyThe conservation biology program in our Department of Biological Sciencesis designed to prepare students for careers in conservation biology through a

rigorous, integrated program of coursework and research. The departmental

doctoral program in conservation biology was approved by the LSU Board of Regents in1998, and thefirst students began in1999.Theprogramprovidesbroad training in a variety of fields, including conservation genetics, conservation ecology, and reproductive biology. Coursework in several areas of conservation biology and related fields provides students with broad knowledge of current issues,techniques,andquestionsinthefield.Independentresearchisperformedunder theguidanceofa facultymentor tohelp studentsdevelop specializationin particular areas of conservation biology. Student research culminates in the preparation and defense of a dissertation which reflects a substantial and new contribution to the science of conservation biology.

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The Strategic Plan: Goals, Objectives and Actions

Academic Programs

Goal1:AsLouisiana’sUrbanResearchUniversityofNationalStature,TheUniversity of New Orleans •hasnationallyrecognizedacademicprogramsincludingprograms relatedtotheuniquecharacterofNewOrleans •hasnationally-rankeddoctoralProgramsofDistinctioninavarietyof disciplines •providesnecessaryresources,includingtechnologyandlibrary resources,tosupportProgramsofDistinctioninallacademiccolleges •promotesinterdisciplinaryandcommunity-basedlearning •playsasignificantroleintheeconomic,socialandtechnological development of New Orleans, Louisiana, and the nation •hasvibrantprogramsininternationalstudies •housesaninnovativeHonorsCollege •maintainsanorganizationalstructurethatsupportstheacademic mission •meetsallNCAADivisionIandSunbeltConferencestandards

Objective 1.1: The University will support nationally recognized academic programs including programs related to the unique cultural, social, historical, and physical environment of the New Orleans region. Action1.1.1:Restorefacultylinestodepartmentsaccordingtothe Academic Programs plan, which among other things particularlysupportstheProgramsofDistinction Action 1.1.2: Fund departmental budgets and the library in line with actual expenditures.

Action1.1.3:Reviewallacademicprogramsatthebaccalaureateand master’s level that are not accredited as part of the AcademicProgramReviewprocessonaten-yearcycle.Key-Performance Indicator: In-house ‘Peer Assessment’ developed using national ranking models Champion: Provost or designee

Objective 1.2: The University will be an SREB Four-Year 1 institution, and all of the doctoral programs will be ranked in the upper half of the Faculty Productivity Index for their discipline. Action1.2.1:WorkwiththeLSUSystemandtheBoardofRegentsto changetheClassificationofInstructionalPrograms(CIP) codes of two existing doctoral programs (Applied Bio-PsychologyandUrbanStudies)toalignwithnew NationalCenterforEducationStatistics(NCES)CIP codes for these programs. Action1.2.2:WorkwiththeLSUSystemandBoardofRegentstoadd four doctoral programs in the areas defined by the Academic Programs plan. Action1.2.3:Increasethepoolofhighlyqualifiedgraduatestudents in doctoral programs by increasing graduate assistant stipends to competitive levels and creating other incentives. Action 1.2.4: Increase the number of University Fellowships. Action 1.2.5: Implement a plan to return a significant part of the overhead from grants to the originating college and library. Action 1.2.6: Budget the funds for start-up costs for new faculty. Action 1.2.7: Ensure that the Institutional Effectiveness Plans for all doctoral programs have measurable objectives tied to the Faculty Productivity Index and to the UniversityobjectiveofbeinganSREBFour-year 1 institution.

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Action1.2.8:Reviewalldoctoralprogramsthatarenotaccreditedbyan external agency on a five-year cycle.

Key-Performance Indicators: Number of doctoral programs, number of doctoral degrees granted, Faculty Productivity Index of doctoral programs.Champions: Provost and Vice Chancellor for Research and Dean of Graduate School

Objective 1.3: The University will increase external funding for Programs of Distinction. Action1.3.1:Engagehighprofile/influentialUNOalumniandother business/communityleadersinthesupportandfuture developmentofvariousProgramsofDistinction. Action1.3.2:Re-establishaBoardofVisitorsineachcollege and the library. Action1.3.3:PlanspecialeventssurroundingProgramsofDistinction using input from Board of Visitors, UNO Alumni Association, and UNO Foundation. Action1.3.4:IdentifyspecificinitiativesineachProgramofDistinction and work with Foundation Board members, Boards of Visitors, and UNO Alumni Association to accomplish them. Action1.3.5:Holdannualcollegealumnieventssuchasluncheonsand speaker programs. Action1.3.6:Establishcommunityprogramssuchasjazzconcerts,film screenings, and special lectures.

Key-Performance Indicator: Funding for Programs of DistinctionChampion: Vice Chancellor for University Advancement and Provost

Objective 1.4: The undergraduate interdisciplinary studies programs will be highly regarded and have broad-based faculty and academic program involvement. Action1.4.1:SeekapprovalfromtheLSUSystemandBoardofRegents to change the name of Bachelor of General Studies to Bachelor of Interdisciplinary Studies. Action 1.4.2: Place the Bachelor of Interdisciplinary Studies program under the direction of a faculty director who reports to the Associate Vice Chancellor of Academic Affairs; this director will have both budgetary and administrative oversight of the program, and be allocated a budget appropriatefortheprogram’ssize,role,scope,and mission. Action1.4.3:HavetheAssociateViceChancellorworkwithan interdisciplinary studies committee to include faculty members from each college and the library chosen by the dean of that college. Action 1.4.4: Ensure that established interdisciplinary studies themes and new themes developed by students in conjunction with an advisor will be approved both by the faculty advisor and the interdisciplinary studies committee. Action 1.4.5: Charge the Associate Vice Chancellor with developing mechanisms and resources through which faculty and departments(withinputfromstudents)candevelop new themes and programs for interdisciplinary studies. Action 1.4.6: Ensure that all interdisciplinary studies programs that havebeenapprovedbytheBoardofRegentswillfollow theorganizationalstructureasapproved.

Key-Performance Indicator: INDSTD04 (Independent study or self-designed major) variable of National Survey of Student EngagementChampion: Provost or designee

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Objective 1.5: Increase the coordination of international programs and expand degrees and programs in international studies. Action1.5.1:Strategicallyinitiateandimplementstudent/faculty programs and exchanges in global regions not currently represented. Action 1.5.2. Charge the Associate Vice Chancellor of Academic Affairs with leading the efforts to implement strategic priorities relatedtointernationalization. Action1.5.3:Developaninternationalstudiescenter.

Key-Performance Indicators: Restructuring, Number of Programs, and DegreesChampion: Associate Vice Chancellor of Academic Affairs

Objective 1.6: The number of university students graduating ‘with honors’ will be at or above that reported by our aspirational peers. Action1.6.1:ImplementHonorsCollegePlan. Action1.6.2:Dedicatecontiguousresidentialspacetohonorsstudents. Action 1.6.3: Make more internships, service, and research opportunities available to honors students. Action1.6.4:Requireallfreshmanandtransferhonorsstudentsto enroll in an honors version of the University Success course. Action 1.6.5: Encourage international opportunities for honors students. Action 1.6.6: Pair mentor professors with selected senior honors students to allow them to gain experience in teaching a course in their major area, an example being Senior-YearTeachingPartnerships. Action1.6.7:Grantgraduationdegreedistinctions(summa,etc.)at GPA levels commensurate with aspirational peers. Action1.6.8:ReinstateaNationalMeritScholarsProgram.Key-Performance Indicators: Percentage of Honors Graduates; Number of National Merit ScholarsChampion: Honors Program Director

Objective 1.7: The University will maintain an organizational structure that is supportive of the academic mission. Action 1.7.1: Move the Eisenhower Center to the College of Liberal Arts. Action 1.7.2: Move Center Austria to the College of Liberal Arts. Action1.7.3:Developanorganizationalstructurethatimproves coordination of international programs and services.

Key-Performance Indicator: Organizational ChartsChampion: Provost (or designee)

Objective 1.8: The Athletics Department will meet all NCAA Division I and Sun Belt Conference (SBC) standards, including sports sponsorship, compliance with Title IX, and SBC sports competition. Action1.8.1:RegainDivisionI-AAAstatusthroughthefollowing sports: Men’s Basketball, Baseball, Golf, Tennis, Swimming/Diving,SoccerandWomen’sBasketball, Volleyball,Swimming/Diving,Tennis,Softball, Soccer, Golf, Cross Country. Action1.8.2:Hireafull-timeComplianceOfficerorreducedutiesof SWA/ComplianceOfficerandhireaComplianceAssistant.

Key-Performance Indicators: Number of sports, expenditures relative to budget Champion: Athletics Director

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StudentsGoal2:Recognizingthatstudentsarethecoreoftheinstitution,TheUniversityof New Orleans graduates well-prepared students •retainsacademically-qualifiedstudents •attractsadiverseandinternationalstudentbody •promotesanactivecampuslife •isthefirstchoiceofstudentswhoarepreparedtosucceedacademically •ensureswell-beingandacademicsuccessofstudentathletes

Objective 2.1: The graduation rate will match or exceed that of our peer institutions. Action2.1.1:Encourageaculturethatfostersfaculty/student interaction by establishing a university-wide policy on faculty mentoring and an appropriate evaluation system toencouragefaculty/studentcompliancewiththispolicy. Action 2.1.2: Identify student needs for access to on-campus facilities, such as computer labs, study areas and campus dining, and establish hours of operation that match student demand with availability. Action 2.1.3: In recognition of the correlation between academic

success and a vibrant campus life, address the financial needs of maintaining a vibrant campus life program by seeking non-traditional sources of funding on-campus activities. Action 2.1.4: Identify and implement best practices for internal and external communications between the university and its potential and current students, and between studentsandthefaculty/staff.

Key-Performance Indicators: Graduation rate, ENTIREXP (how would you evaluate your entire educational experience at this institution?) variable of National Survey of Student Engagement.Champion: Provost or designee

Objective 2.2: The first-year persistence rate will match or exceed that of our peer institutions. Action 2.2.1: Implement redesigned UNIV 1001 course. UNIV 1001 shouldincludeHazardProtectionEducationandrisk reduction elements. Action 2.2.2: Continue with lower maximum student enrollment in ENGL 1157 and ENGL 1158. Establish clear and uniform learning objectives in syllabi for both courses. Action 2.2.3: Add Tutorial Module to English 1156 and add additional tutorsinUNOWritingCenter. Action2.2.4:ReduceclasssizesinMATH1115. Action 2.2.5: Establish an electronic review of homework exercises, common review sheet for in-class tests, and structured tutorialsforMATH1115.Instituteacommonsetof hour-long departmental exams.

Key-Performance Indicators: First-year Persistence Rate, Academic and Intellectual Experiences Mental Activities, Time Usage, Institutional Environment and Educational and Personal Growth variables of

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National Survey of Student Engagement. Champion: Director, Student Persistence and Recovery Initiative Task Force

Objective 2.3: The university will recruit more students from other areas of the state, nation, and world. The univer-sity student body will continue to be the most diverse in the state and the international student population will increase. Action 2.3.1: Expand marketing and recruiting efforts to increase the out-of-statestudentpopulationto8%ofenrolled headcount by 2010. Action 2.3.2: Expand marketing and recruiting efforts to increase theinternationalstudentpopulationto8%ofenrolled headcount by 2010. Action2.3.3:StrengthenandexpandtheSREBFellowshipprogram. Action2.3.4:Developanethnicminoritycommunity/networkor supportsystemoforganizations. Action2.3.5:Developadiversitywebsite. Action 2.3.6: Expand support systems for international students. Action 2.3.7: Increase the number of UNO students who participate in study abroad, international internships, and service learning.

Key-Performance Indicators: U.S. News andWorld Report University Diversity Index; ENVDIVRS (encouraging contact among students from different economic, social, and racial or ethnic backgrounds) variable of National Survey of Student En-gagement; GNDIVERS (understanding people of other racial and ethnic backgrounds) variable of National Survey of Student Engagement; out-of-state student percentage; out-of-state international student percentage.Champion: Provost or designee

Objective 2.4: The student body will have a vibrant student life that includes a diverse program of co-curricular and extra-curricular activities. Action 2.4.1: Fund the Office of Campus Activities to match peer universitiesaspercentageoftotalrevenueand/oronaper student basis. Action 2.4.2: Enhance the student life program to include on-campus activities for both commuter and residential students on weekdays and weekends. Action2.4.3:Developcommunityprogramsorstudentlifeprograms thatincludeHazardProtectionInformationProjects. Action 2.4.4: Implement a revised class schedule. Action 2.4.5: Enhance relations and communications among the primarystudentlifeorganizationssuchasStudent Government(SG),StudentActivitiesCouncil(SAC), GreekLife,InternationalStudentOrganization(ISO), and Driftwood. Action2.4.6:Developastudent-orientedspeakerseriesthatincludes notable authorities and experts from all disciplines. Action 2.4.7: Create an online, student-run website providing audio and video entertainment. Action2.4.8:Maximizetheutilizationofavailablefundsforcampuslife purposes by undertaking a study of student life programs andeliminatingand/orconsolidatingprogramsand activities where necessary.

Key-Performance Indicators: ENVEVENT (attending campus activities and events) variable of National Survey of Student Engagement; COCURR01 (Participating in co-curricular activities) variable of National Survey of Student Engagement.Champions: Provost and Dean of Student Affairs

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Objective 2.5: Marketing and recruitment strategies will result both in a mean entering ACT score for new freshman of 25 (SAT Math and Reading of 1130 or 1700 composite) and a target enrollment of 15,000 students by 2010. Action2.5.1:Developamarketing,recruitment,andenrollmentplan that outlines strategies to achieve the university’s enrollment goals. Action2.5.2:Developanewportfolioofrecruitmentpublications. Action 2.5.3: Fund recruitment and marketing efforts to match peer universitiesasapercentageoftotalrevenueand/orona per student basis. Action 2.5.4: Increase and expand web and e-recruitment communications by developing a comprehensive communication program to reach prospects. Action2.5.5:Developatargetedinternationalrecruitmentstrategy.Key-Performance Indicators: ACT scores; EnrollmentChampion: Associate Vice Chancellor for Enrollment Management

Objective 2.6: The Athletics Department will meet NCAA metrics of academic success. Action 2.6.1: Enhance resources to strengthen the Student-Athlete SupportServices(SASS)unit. Action2.6.2:FullyimplementtheCHAMPS/LifeSkillsprogram. Action 2.6.3: Increase the amount of available student-athlete SummerSchooland5thYearAid.

Key-Performance Indicators: NCAA Academic Progress Rate, NCAA Graduation Success Rate, and Federal Graduation RatesChampion: Athletics Director

Faculty EnhancementGoal3:Recognizingthatauniversityofnationalstaturehasfacultywithnationaland international stature, The University of New Orleans •recruitsfacultywiththepotentialtobuildthestatureoftheinstitution •retainsafacultywithnationalandinternationalreputationthroughfair assessment and enhanced compensation and rewards •encouragesfacultyproductivitythrougheffectivesupportsystems •providesfacultywiththetoolsneededtobeeffectiveeducators •celebratesadiversefaculty •supportsinternationalizationofthecampus

Objective 3.1: The University will recruit high-quality faculty and provide opportunities to succeed professionally. Action 3.1.1: Establish recruitment budgets for academic colleges and the Library specifically dedicated to recruiting

highqualityfaculty. Action3.1.2:Developamarketingcampaigngearedspecificallyto

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recruitment of faculty to boost the university’s national and international reputation as one of academic excellence. Action3.1.3:DeveloprelationshipswithhighqualityprovidersofK-12 educational institutions to aid in attracting and retaining qualityfacultywhohavechildren. Action 3.1.4: Provide opportunities for summer support for new faculty tohelpdevelopresearch/scholarlyprograms. Action 3.1.5: Implement a competitive in-house grants program throughtheOfficeofResearch.

Key-Performance Indicators: Faculty Promotion/Tenure rateChampion: Provost or designee

Objective 3.2: The University will increase retention of faculty. Action3.2.1:Developcampus-widefacultyperformancemeasures, assessment procedures, and mentorship. Action3.2.2:Reviewcampuspoliciestoensureafairsalary/compensation programandreward/awardsystemthatrecognizes exemplary teaching and performance, scholarly research, creative and artistic contributions, and service Action3.2.3:Developanappropriateformulaandbudgeting procedure based on peer and aspirational institutional data to fund faculty development and instructional support. Action3.2.4:Encourageandpublicizeopportunitiesforbuilding collegial relationships among UNO faculty and with faculty at other institutions. Action 3.2.5: Establish a budget line in the Provost’s office specifically dedicatedtoretaininghighqualityfaculty.

Key-Performance Indicator: Faculty retention rateChampion: Provost or designee

Objective 3.3: All tenured faculty in graduate departments will merit full membership on the graduate faculty. Action 3.3.1: Establish a graduate student population consistent with our peer institutions to engage with faculty in research and to participate with faculty in other scholarly activities. Action 3.3.2: Obtain external funding opportunities to enhance teaching,scholarlyresearch/creativity,andoutreach productivity of faculty. Action 3.3.3: Implement a competitive in-house grants program throughtheOfficeofResearch. Action 3.3.4: Encourage faculty, where appropriate, to engage in translational research that could result in licensing and commercial opportunities. Action 3.3.5: Create a vibrant technology transfer office to be named the Office of Intellectual Property Management, and staff and fund this office appropriately. Action 3.3.6: Link university expertise to industry problem solving to stimulate the growth of research and technology developmentandtofosterinnovation,commercialization and economic competitiveness. Action 3.3.7: Expose faculty to entrepreneurial opportunities for developing intellectual property and building strong relationship with companies. Action 3.3.8: Integrate the Center for Innovation programs for entrepreneurshipandcommercializationintothecolleges. Action 3.3.9: Encourage departments to include patent disclosures and licenses as part of criteria for graduate faculty membership.

Key-Performance Indicator: Percentage of eligible faculty that are full membersChampions: Dean of the Graduate School and Vice Chancellor for Technology and Economic Development

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Objective 3.4: The University will provide faculty with the resources necessary to deliver exceptional learning opportunities to students domestically and abroad. Action 3.4.1: Include instructional supplies in departmental budgets. Action3.4.2:Includeinstructionalequipment,includingrepairand life-cycle replacement, as a university budget item. Action 3.4.3: Include life-cycle replacement of faculty computers in technology planning. Action 3.4.4: Identify and establish fair policies on faculty workload. Action 3.4.5: Provide opportunities for faculty development in effective teaching, including use of library resources and instructional technology tools. Action 3.4.6: Expand opportunities for faculty and staff to engage in international activities and programs.

Key-Performance Indicator: ENVSUPRT (providing the support you need to help you achieve academically) variable of National Survey of Student EngagementChampion: Provost or designee

Objective 3.5: The faculty will be the most diverse in the State. Action3.5.1:Recruitmoreminorityfaculty. Action 3.5.2: Provide competitive grants to faculty and staff for initiatives which promote awareness of and sensitivity to issues of diversity. Action3.5.3:ExpandNewFacultyDiversityOrientation.

Key-Performance Indicator: Faculty Diversity IndexChampions: Provost and Director, Diversity Affairs

Staff Goal4:Recognizingthatauniversityofnationalstatureneedsadedicatedsupport staff, The University of New Orleans •recruitsstaffwithexemplaryskills •retainsqualifiedstaffthroughanongoingsystemofperformance evaluation and rewards •encouragesstaffproductivitythrougheffectivesupportsystems •maintainsastaffcommittedtocustomerservice

Objective 4.1: The university student/staff ratio will be no larger than the mean of our peer institutions and at least 25% of non-classified staff will meet at least one ‘desired’ qualification listed on the SP-2. Action4.1.1:Userelevantdatacomparingstudent/staffratiosandstaff salariestopeerinstitutionsbyunit/departmentwhenfilling university positions. Action4.1.2:Hiresufficientprofessionalstaffinkeyareassuchas HumanResourceManagement(HRM),FinancialServices, University Police, Facilities Services, University Computing andCommunications,Leader/CoordinatorforBoardof Visitors and Community Service initiatives, and other critical areas.

Objective 4.2: Classified staff will undergo annual Performance Planning and Review (PPR) and all non-classified staff will be evaluated yearly. Action4.2.1:SupervisorswillcompletemandatoryPPRtrainingto ensurethatzeropercentofclassifiedstaffwillreceivea ‘satisfactory by default’ rating. Action4.2.2:UsePeopleSofttotrackPPRofclassifiedstaffby department/unit.

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Action4.2.3:EvaluatethePPR-Aformforpotentialuse. Action4.2.4:DeveloponlinetrainingforsupervisorsinPPR. Action4.2.5:EnsureHRMworkswithStateCivilServicesothatfuture classified employee raises will specify a range of increases tied to performance evaluations. Action 4.2.6: Implement an instrument for non-classified review. Action4.2.7:Developapolicyfornon-classifiedstaffraisesthat includes increments for achieving advanced degrees. Action4.2.8:Retainnon-classifiedstaffthroughamerit-based salary/compensationprogramtiedtoperformanceevaluations. Action4.2.9:HaveHRMdevelopaproceduretoensurethat non-classified salaries are consistent by job title campus-wide.

Objective 4.3: Faculty and staff will complete sexual harassment, diversity sensitivity, violence in the workplace, and safety training. All staff will complete at least one class in the Comprehensive Public Training Program (CPTP) or University Computing and Communications (UCC) training yearly. Action4.3.1:Developanonlineinstrumentforsexualharassment, diversity sensitivity, violence in the workplace, safety training,andotherrequiredtraining. Action 4.3.2: Increase awareness of CPTP and UCC training classes. Action 4.3.3: Include life-cycle replacement of staff computers in technology planning.

Key-Performance Indicator: Percent Faculty/Staff TrainedChampion: Director of Human Resource Management

Objective 4.4: Faculty and Students will rate Staff Customer Service highly. Action 4.4.1: Include Customer Service as a measureable assessment in all Institutional Effectiveness Plans for units providing service to faculty and students as well as to other units. Action4.4.2:Developacampus-wideinstrumentforsoliciting evaluations of customer service. Action 4.4.3: Institute a training program geared towards customer service. Action 4.4.4: Identify a rewards program for outstanding customer service.

Key-Performance Indicator: Customer Service Evaluations in IE Reports Champion: Director of Human Resource Management

CommunityGoal5:Recognizingtheimportanceofcommunityinvolvement,TheUniversityof New Orleans •encouragesinvolvementinthecommunity •engagesalumniandotherbusinesscommunityleaders •supportsnon-traditionallearningandworkforcedevelopment

Objective 5.1: The University will be nationally recognized for its involvement in the community and the recovery of the New Orleans region. Action 5.1.1: Establish a series of identifiable community service initiativesthatwouldutilizetheservicesofundergraduate students/facultyinsatisfyingageneraldegreerequirement. Action 5.1.2: Identify a Coordinator of Service Learning who will develop programs and catalog existing community service initiatives and programs.

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Action 5.1.3: Expand the service learning component of University Success for first year students and implement the new UNIV 3001 to provide a leadership role for upperclass students in the UNIV service learning experience. Action 5.1.4: Partner with community not-for-profits (Idea Village andothervisitinguniversitystudents)andconsider independent study program beginning in Fall 2007. Action 5.1.5: Partner with private entities to strengthen internship programs. Action 5.1.6: Partner with schools in New Orleans area by sponsoring fairs/competition(suchassciencefairs,spellingbees, roboticscompetitions,andliteraturecompetitions)and activities with a Mobile Learning Center. Action 5.1.7: Open special one-time class ‘events’ to the public. Action 5.1.8: Engage companies that can enhance research support for the faculty, provide experiences for the students and faculty in commercial enterprise, nurture the entrepreneurial spirit of the university and the region, and create the potential for the development of intellectual property with market potential. Action 5.1.9: Coordinate and focus marketing and public relations efforts to garner greater recognition and media coverage of efforts.

Key-Performance Indicator: U.S.NewsandWorldReport– Programs to Look For – Service Learning, GNCOMMUN (contributing to the welfare of your community) variable of National Survey of Student Engagement Champion: Provost or designee

Objective 5.2: The University through the Metropolitan College will provide continuing education for the Louisiana workforce. Action 5.2.1: Involve a restructured Center for Society, Law & Justice and the Crime Lab in work force training.

Action5.2.2:Developprogramsineconomicdevelopment. Action5.2.3:Developamarketinginitiativethatfocuseson capacity-building services for government agencies andrecoveringindustriesandorganizations. Action 5.2.4: Establish a government training academy using initial contractwiththeLouisianaDepartmentofLabor as a model for marketing to other agencies. Action 5.2.5: Engage in aggressive efforts to cultivate funding opportunities with federal funding agencies for economic and workforce development initiatives. Action 5.2.6: Cultivate partnership opportunities with regional parish governmentsandWorkforceInvestmentBoards(WIBs). Action5.2.7:LaunchaWIB-supportedhospitalitytraininginitiative as a pilot for enhanced partnerships (Orleans and JeffersonWIBs). Action 5.2.8: Secure support in regional parishes for municipal government administrator certification and skills building projects. Action5.2.9:GainWorkforceInvestmentAct(WIA)andotherstate government funding support for an older worker workforce re-entry project (pilot with Jefferson and OrleansParishes). Action 5.2.10: Submit new capacity-building and economic development proposals to state government agencies.

Key-Performance Indicator: U.S.NewsandWorldReport – Programs to Look For – Internships/Co-op, INTERN04 (practicum, internship, field-experience, co-op experi-ence, or clinical assignment) variable of National Survey of Student Engagement; and GNWORK (Acquiring job or work-related knowledge and skills) variable of National Survey of Student Engagement Champions: Vice Chancellor for Technology and Economic Development and Dean of Metropolitan College

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FacilitiesGoal 6: In support of the urban research mission and to sustain national stature, The University of New Orleans •providesacompletelearningandlivingcommunity •maintainsphysicalfacilitiesandinfrastructurethroughan ongoing planning process •develops,finances,andmaintainsfacilitiesthroughefficientand effective policies •involvesstakeholdersinseekingfinancing

Objective 6.1: The University will establish appropriate facilities necessary for students, faculty, and staff to pursue academic and creative endeavors. Action 6.1.1: Build first-class campus housing. Action6.1.2:RebuildtheCovetoprovidediningonthe west side of campus. Also resume the showcasing of UNO musical talent there, or locate another on-campus venue. Action 6.1.3: Build new Fine Arts building. Action6.1.4:Redesignlibraryspaceandtechnologicalcapabilities to create an inviting and functional learning environment with extended hours, in collaboration withUCC,LRC,andotherlearningpartners. Action6.1.5:Design/createfacilitiesforinformalfacultygatherings. Action6.1.6:RedesignthePerformingArtsCenterThrustTheatre to create a venue for screening films and presentations. Action6.1.7:Redesignclassroomsandinstallinstructional technology competitive with our peer institutions. Action6.1.8:RebuildtheFacilityServicesbuilding. Action 6.1.9: Build a North Central Utility Plant. Action6.1.10:BuildanInternationalHouse.

Action6.1.11:HavetheAthleticsDepartmentdevelopafacilities master plan for athletics that features ‘Centers of Excellence,’comparabletoDivisionI-AAAandSun Belt Conference peers, using non-university funds, which will be incorporated into the university’s Master Plan.

Objective 6.2: Maintain and repair facilities to create a safe, clean, and functional environment that meets the needs of students, faculty, and staff. Action 6.2.1: Implement Blue Light Call Stations, Campus Escort Program and Community Policing. Action6.2.2:DevelopanddistributetheOperationIdentification and College Crime Prevention Brochure. Action 6.2.3: Increase emergency awareness and alert capabilities for the university community by implementing diverse alert systems such as emergency sirens, an electronic campus message board, and text messaging that supplements the email alert system. Train students, faculty and staff on purpose and usage of each system. Action6.2.4:Developaprocesstoensurethatacademicbuildingsare adequatelyrenovatedandmaintained. Action 6.2.5: Continue campus beautification efforts. Action 6.2.6: Partner with alumni, business groups, industry, and community groups to seek alternative financing opportunities and resources. Action 6.2.7: Locate the Office of Admissions in a facility suitable for campus visits by prospective students and their families. Action6.2.8:RenovatetheUniversityCenterasacenterforstudent services and student life. Action 6.2.9: Upgrade and diversify campus dining.

Action 6.2.10: Plan a move of Conference Services to Auxiliary Services. Action 6.2.11: Continue to repair and replace worn or outdated fixed

Facilities

27


facilitiesequipmentusingremainingMajorRepairsand FacilitiesUseandMaintenanceFeemonies.Renovation and maintenance should, wherever possible, include consideration for risk reduction or mitigation. Action 6.2.12: Provide for sale of $10 to $15 million new bonds, funded by revenues from student tuition over ten years, to continue the repair and replacement of worn andoutdatedfixedfacilitiesequipment.

Key-Performance Indicator: Results from in-house surveyChampion: Vice Chancellor for Campus Services

Objective 6.3: Maintain a dynamic master plan which is examined annually and integrated into the University’s Strategic Plan. Action6.3.1:WorkwiththeArmyCorpsofEngineerstorelocate theLakeshoreDriveentrancebytheAlumniand Visitor’s Center. Action6.3.2:ResumeplanningforconstructionofanewStudent Union and Affinity housing. Action 6.3.3: Plan for recovery of Lafitte Village. Action6.3.4:PlanawalkoverbetweencampusandtheUNOResearch and Technology Park. Key-Performance Indicator: Approval of Master Plan by LSU SystemChampion: Vice Chancellor for Campus Services

Objective 6.4: Work with supervisory boards and the Division of Administration and Facility Planning and Control to enhance and streamline the university’s ability to develop, finance, and maintain state-of-the-art facilities.

Action6.4.1:IncreasetheupperlimitoftheDivision’sauthoritytobid and implement projects under Act 959 to $5,000,000. Action6.4.2:IncreasetheupperlimitontheDivision’sauthorityto bid and implement Facilities Use and Maintenance Fund (FUMF)projectsto$2,500,000. Action6.4.3:IncreasetheupperlimitontheDivision’sauthoritytobid andimplementMajorRepairandReroofingprojectsto $2,500,000.

Key-Performance Indicator: Appropriate State Approvals Champion: Vice Chancellor for Campus Services

TechnologyGoal7:Recognizingtheimportance of innovative and effective use of technology, the University of New Orleans •providesaredundant Information Technology(IT) infrastructure such that mission critical applications are always accessible •providesreliableoff-campusnetworkconnections •providesuniversity-classcomputationalresourcesforcampusresearchers •provideswirelessaccessthroughoutthecampus •providesstudents,staff,andfacultywithstate-of-the-arttechnology

Technology

28


Objective 7.1: The Strategic Technology Planning and Implementation Group (STPIG) will ensure university business continuity as indicated via PM-36 compliance. Action 7.1.1: Upgrade the computer room at the UCC to maintain reliable power and availability of servers. Action7.1.2:Developandmaintainaredundantsetofcomputer servers. Action7.1.3:Reducedowntimeduetomaliciousattacksby increasing physical and logical security to systems. Action 7.1.4: Ensure continuing access to electronic library collections and services. Action 7.1.5: Ensure that all other domains on the university network, such as those in Computer Science and Business, meet the guidelines of PM-36. Action 7.1.6: Include disaster response in all business continuity planning. The IT systems must serve the university communitybefore,duringandafterhazardousevents.

Key-Performance Indicator: PM-36 ComplianceChampions: STPIG, Chair

Objective 7.2: The University will be a vital component of the new Louisiana Optical Network Initiative (LONI) network. Action 7.2.1: Complete the transition from current provider (OTM/LaNet)tothenewLouisianaOptical NetworkInitiative(LONI)networkbyMay2007. Action7.2.2:ModernizeaccesstotheJeffersonCenter,Downtown Center, and East Campus.

Key-Performance Indicators: Main campus and remote campus bandwidthChampion: Assistant Vice Chancellor for University Computing and

Communications

Objective 7.3: STPIG will ensure that the campus computing resources meet the needs of the research and creative community. Action7.3.1:InstallLouisianaOpticalNetworkInitiative(LONI) supercomputers while working with LONI Management team to ensure continual improvements. Action 7.3.2: Establish a campus management committee to work with the LONI Management Committee (and AllocationCommittee)todetermineallocationand usage of these resources. Action 7.3.3: Establish training for faculty and their research group on use of the supercomputers. Action 7.3.4: Involve the Vice Chancellor for Technology and EconomicDevelopmentinidentifyingexternal partners for campus researchers that would benefit by access to the LONI supercomputers and network.

Key-Performance Indicator: STPIG survey of campus computing usersChampion: STPIG, Chair

Objective 7.4: The University will provide wireless access to all buildings and common areas by Spring 2008. Action7.4.1:HavetheUCCdevelopandimplementacampus wireless plan. Action7.4.2:RaisetheStudentTechnologyFeeanddedicatethe additional monies to the campus wireless initiative. Action7.4.3:DedicateaportionoftheBoardofRegents’moniesto complete the wireless campus in remaining areas.

Key-Performance Indicator: Percent of buildings supporting wireless networkingChampion: Assistant Vice Chancellor for University Computing and Communications

29


Objective 7.5: STPIG will ensure that campus information technology meets the needs of the students, faculty and staff. Action 7.5.1: Conduct yearly technology survey of students, faculty, and staff. Action 7.5.2: Meet current needs of technologically-dependent academic programs. Action 7.5.3: Purchase and install increased disk storage to increase mailboxsizeforstudents,faculty,andstaffto1Gb. Action7.5.4:Implementacampusportal/intranetsolutionbased upon Microsoft Sharepoint. Action7.5.5:MaintaincurrentversioningofPeopleSoft(Ps). Action7.5.6:InstallPsCustomerRelationsModuleCRMby August 2007. Action 7.5.7: Install the Ps Grants and Contracts module. Action 7.5.8: Implement a data warehousing solution using OutlookSoft5. Action 7.5.9: Maintain an informative, dynamic, user-friendly web site.

Key-Performance Indicator: STPIG survey of campus computing usersChampion: STPIG, Chair

Appendix A. Additional Facts and FiguresThis section presents baseline data relevant to the university’s goals, objectives and benchmarks. It includes data that was considered in the development of the stra-tegic planning process and will continue to help guide it in the future. Most of the figureswereprovidedbytheOfficeofDataManagement,AnalysisandReporting.

DMARis responsible forpreparingreports for theLSUSystem, theLouisiana

BoardofRegents,andtheSouthernRegionalandEducationBoard,andforfederalreportingtotheIntegratedPostsecondaryEducationDataSystem(orIPEDS)oftheNationalCenterforEducationStatistics.

EnrollmentFrom the initial enrollment in 1958 of approximately 1500 freshmen, univer-sity enrollment increased at a steady pace, even continuing to move up during the economically challenging years following the oil bust of the 1980s. In 2001 enrollment topped 17,000 for the first time. Enrollment hovered around 17,300 untilHurricaneKatrinastruckinlateAugustof2005.Moststudentsdispersedand many found that they were unable to return to the city. Currently, enrollment stands at about 11,400 which is near the 1972-73 level.

Student EthnicityUNO began classes in September, 1958 as the first racially integrated public university in the South. Since that time the university has maintained the most diverse student population in the State. The table below provides the ethnicity of the undergraduate student body since 2000.

Enrollments: 2000 - 2007

0 5000 10000 15000

2000

2001

2002

2003

2004

2005 Pre-K

2005 Post-K

2006

2007

UGRD

GRAD

30


Diversity IndexA commonly used measure of diversity is that adopted by U.S. News and World Report which combines the total proportion of minority students (not including internationalstudents)andthefractionalcomponentofeachethnicgroup.Thismeasure runs between 0.0 and 1.0, with 1.0 representing a truly diverse campus.

International and Out-of-State Students(Undergraduates & Graduates)The following table shows recent enrollment numbers and percentages of internationalandout-of-stategraduateandundergraduatestudents.Historically,international and out-of-state students have each accounted for between 4 and 5%ofthetotalenrollment.Thosepercentageshavebeenincreasingslightlypost-Katrina presumably because of increased out-of-state recruiting, larger scholarships, and increasing enrollments in graduate programs.

Six-Year Graduation Rate and Persistence RateUNO’s first-time, full-time freshman persistence rate (which measures the percentage of new freshmen who continue into their sophomore year) hasremained relatively constant between 65% and 69% except for 2006 whichhadananomalouslyhigh rateof73%due toeffectsof the storm.Ourpersis-tencerateisin-linewiththeaveragerateofourSREBandnon-SREBpeerinstitu-tions(69.1%).However,oursix-yeargraduationratewhichhasremainedrelativelyconstantatabout24%isfarbelowtheaverageofourpeerinstitutions(39.4%).

Year Black Native Asian Hispanic White Not Given2006 1888 41 591 682 5358 3412005postK

1023 21 241 308 2741 105

2005preK

3282 70 727 887 7105 615

2004 3280 57 737 873 7230 7182003 3196 57 771 867 7314 7892002 3176 46 748 816 7206 8422001 2968 64 713 774 7235 8792000 2719 58 664 735 6985 777

Year 2000 2001 2002 2003 2004 2005preK

2005postK

2006 2007

Diversity 0.52 0.53 0.54 0.54 0.55 0.56 0.53 0.54 0.54

year int’l Out-of-State Total enrollment Percent

2007 629 703 1332 11363 11.7%

2006 604 558 1162 11747 9.9%

2005postK

464 419 883 6684 13.2%

2005preK

892 1016 1908 17142 11.1%

2004 857 968 1825 17350 10.5%

2003 873 830 1703 17360 9.8%

2002 801 922 1723 17320 9.9%

2001 773 886 1659 17014 9.8%

2000 736 841 1577 16218 9.7%

Six-Year Graduation and Persistence Rates

0.010.020.030.040.050.060.070.080.090.0

2000 2001 2002 2003 2004 2005Pre-K

2005Post-K

2006 2007

PERSIST

6YR

31


ACT Composite ScoresThe ACT Composite Score average of freshmen has increased incrementally over the years. In Fall 2005, the state’s mandated stricter enrollment require-ments went into effect and the university’s composite score rose above 21. The most recent ACT state scores were reported in August 2007 by the Louisiana DepartmentofEducationinTheGraduatingClassof2007:LouisianaACTScoresforDistrictsandSchools.Thispublicationrevealedthattheaveragecompositescoreforpublic and nonpublic students in 2007 was 20.1. This was the same as Louisiana’s score in 2006. To put this into perspective, the national average ACT composite scorefor2007was21.2.IntheSouthernRegionalEducationBoard(SREB)ACTranking of its sixteen states, Louisiana was 13th, below Georgia and Alabama and justaboveFlorida,SouthCarolinaandMississippi.RecentUNOscoresarefoundin this table.

Degrees AwardedSince the academic year of 1997-98, the total numbers of degrees awarded by UNO annually (including Graduate Certificates) has exceeded 2,000. Eventhough 2005 post-Katrina enrollments dropped, a large number of students nearing graduation apparently returned to finish their degrees. Note that the total number of degrees awarded in 2006 exceeded that for 2000 even though the enrollment was only 11,747 compared to 16,218. This dramatic increase in percent of degrees awarded should be evident in the graduation rate in the coming years and will have a significant impact on future enrollment trends.

Classification of Instructional ProgramsClassification of Instructional Programs, most commonly called the CIP Code, is aclassificationschemedesignedbytheU.S.DepartmentofEducation’sNationalCenterforEducationStatistics(NCES)toprovideauniformmethodforreport-ing and comparing programs nationwide. Although a detailed four-digit number is assigned when new programs are approved, the more common reference is to thetwo-digitCIP.AccordingtoSREBguidelines,Four-Year1categoryinstitu-tions award at least 100 doctoral degrees that are distributed among at least 10 CIPcategories(2-digitclassification)withnomorethan50percentinanyonecategory. Institutions are approved for changing categories on meeting the new criterionforthethirdconsecutivetime.UNOiscurrentlyratedasaFour-Year2institutionandaspirestotheFour-Year1level.

DoctoralProgram CIP Code

Bio-Psychology, Applied 42.99

Chemistry 40.05

Counselor Education 13.11

Curriculum and Instruction 13.03

DevelopmentalPsychology 42.99

Educational Administration 13.04

Engineering & Applied Science 14.13

Financial Economics 52.06

Political Science 45.10

Special Education 13.10

Urban Studies 45.12

Conservation Biology 26.13

Note that NCES has changed the CIP codes for two of the doctoral programs listed above so that they should be reclassified. These two programs are Bio-Psy-chology, which should have a CIP code of 30.1001 and Urban Studies, which should have a CIP code of 4.0301.

Semester Fall 2003 Fall 2004 Fall 2005preK

Fall 2005preK

Fall 2006 Fall 2007

ACT 20.89 20.91 21.11 22.35 22.14 21.98

year Bachelors master’s doctoral

2007 1368 649 48

2006 1346 744 51

2005 1675 864 61

2004 1727 867 79

2003 1579 827 55

2002 1435 771 72

2001 1352 798 45

2000 1343 708 63

32


Number of Full- and Part-Time FacultyFollowing a decrease in the number of full- and part-time faculty in 2001, the number of full-time faculty had gradually been increasing until the storm. In financialexigencyfollowingHurricaneKatrina,thenumberofbothfull-timeandpart-time faculty decreased with a greater change occurring in the number of part-timefaculty.However, thepercentdrop inthenumberofstudentswasgreaterthan the percent drop in the number of faculty, leading to a significant decrease

inthestudent/facultyratio.

Student/Faculty RatioTwo methods are used for state and federal reporting. One is reported to the LSU Board of Supervisors and is based on nine credit hours at the graduate level and 12 credit hours at the undergraduate level. The second, called FTE2, is reported totheLouisianaBoardofRegentsandtheSouthernRegionalEducationBoard(SREB)andisbasedon12credithoursatthegraduateleveland15credithoursatthe undergraduate level. The second method is used below to allow comparisons withourSREBpeerinstitutions.

Year 2000 2001 2002 2003 2004 2005 2006 2007Ratio 19 24 25 25 21 ––– 17 18

Minority FacultyIn addition to having a diverse student body, the university has also maintained adiverse faculty.Theuniversity’s continuedcommitment toequalopportunityin hiring and in mentoring of young faculty is indicated by the increase in our

minority faculty percentage, as shown below.

Number of EmployeesIn 2007, employment at the university totaled 1,417 (both part-time and full-time),includingadministration,faculty,professionalsandparaprofessionals,and

technical, clerical, secretarial, skilled crafts and service maintenance personnel.

Full and Part-Time Faculty

0 200 400 600 800 1000

2000

2001

2002

2003

2004

2005

2006

2007

FullTimePart

33

% Minority Faculty

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

20%

2000 2001 2002 2003 2004 2005 2006 2007

% Minority


Student/Staff RatioBecause of the widely differing titles and salaries assigned by our peer institutions, thebestmeasureofstaff-to-studentallocationistheratioofthefull-timeequiva-lent(FTE)studentenrollmenttothenumberofnon-instructionalfull-timeem-ployees.ThemostrecentdataavailablerelativetoSREBFour-year2universities

is for 2004-2205. This data is provided below.

Private Sector GivingGiving from the private sector reflects cash received during the fiscal year (July 1 through June 30). The totals also include pledged amounts. They do notreflect money given for scholarships nor do they reflect matches from the BoardofRegents.

Fiscal Year Total Giving2006-2007 $4,529,3212005-2006 $2,336,0002004-2005 $3,581,1822003-2004 $5,452,3872002-2003 $5,529,203

Research and Indirect RecoveryThe following table shows expenditures and indirect costs recovered for research grants, agreements and contracts. It does not include grants for teaching, public service and academic support. The indirect cost reflects the amounts recovered

from appropriate grants, agreements and contracts by year.

Fiscal Year Research Expenditures Indirect Cost /Recovered Expenditures

2006-2007 $18,340,022 $3,415,7092005-2006 $16,564,383 $3,358,7852004-2005 $22,140,635 $4,593,5092003-2004 $22,409,339 $4,441,8572002-2003 $26,388,298 $4,199,8722001-2002 $22,509,801 $4,275,5452000-2001 $30,409,406 $4,538,943

34

Institution Student/Faculty Staff/Faculty Student/StaffAlabama,Huntsville 20.9 3.0 7.1Florida Atlantic 24.4 2.0 12.0Florida International 37.1 2.7 13.9University of Central Florida 31.3 2.2 14.0Georgia Tech 23.1 4.8 4.8University of Louisville 19.6 4.8 4.1Louisiana Lafayette 26.3 2.0 13.0University of New Orleans 24.9 1.9 13.0Maryland, Baltimore County 21.7 2.8 7.9Mississippi State 13.4 3.0 4.5University of Mississippi 23.9 2.9 8.3North Carolina, Greensboro 19.2 2.1 9.3University of Memphis 24.7 2.6 9.6TexasWoman’sUniversity 22.5 1.8 12.6Texas at Arlington 28.1 2.3 12.1TexasatDallas 26.6 2.5 10.5WilliamandMary 13.3 2.4 5.5George Mason 22.2 1.8 12.6OldDominion 25.9 2.1 12.2Virginia Commonwealth 25.8 4.2 6.2Average 23.7 2.7 9.7


Appendix B. Committee MembershipStrategic Planning Committee 2006-2007

Scott L. Whittenburg, Chair, Associate Vice Chancellor for Assessment and Institutional EffectivenessFredrick P. Barton, Provost and Vice Chancellor for Academic and Student AffairsRobert C. Cashner, Vice Chancellor for Research and Dean of the Graduate SchoolJoe M. King, Dean, College of SciencesRussell E. Trahan, Jr., Dean, College of EngineeringDinah M. Payne, Professor of ManagementH. David Allen, Professor of SociologyBarry LeBlanc, Community RepresentativeAlvin Merlin, Community RepresentativeC. Roger Higgins, Graduate Student, College of EducationGeorgios E. Mazarakis, President, Student Government

Resources:

Sharon W. Gruber, Vice Chancellor for University AdvancementNorma Grace, Vice Chancellor for Technology and Economic DevelopmentRachel A. Kincaid, Chief of StaffRonald P. Maggiore, Associate Vice Chancellor for Enrollment Management and Dean of AdmissionsMike Rivault, Director of MarketingN. Rebecca Rutter, Special Projects

Ex-officio: Timothy P. Ryan, Chancellor

35


Strategic Planning Subcommittees 2006-2007Academic ProgramsFredrick Barton, Provost, ChairSusanKrantz,Dean,CollegeofLiberalArtsJoeM.King,Dean,CollegeofSciencesJamesW.Logan,Jr.,Dean,CollegeofBusinessAdministrationJamesMeza,Dean,CollegeofEducationandHumanDevelopmentRussellE.Trahan,Jr.,Dean,CollegeofEngineeringCarlDrichta,InterimDean,MetropolitanCollegeSharonMader,Dean,EarlK.LongLibraryC.RogerHiggins,GraduateStudent,CollegeofEducationLester Perryman, Student Government

StudentsRonaldP.Maggiore,AssociateViceChancellor,ChairMikeRivault,Director,MarketingC.RogerHiggins,GraduateStudent,CollegeofEducationGeorgiosE.Mazarakis,President,StudentGovernmentKevinWatson,President,UniversitySenateLucileGallese,Dean,StudentAffairsRobertJ.Hensley,Jr.,Director,AdmissionsJaniceThomas,Director,InternationalStudentsandScholars

FacilitiesJoel A. Chatelain, Vice Chancellor, Campus ServicesNormaE.Grace,ViceChancellor,TechnologyandEconomicDevelopmentRonaldP.Maggiore,AssociateViceChancellor,EnrollmentManagementH.DavidAllen,Professor,SociologyAlvinMerlin,CommunityRepresentativeLester Perryman, Student Government

TechnologyScottL.Whittenburg,StrategicTech.Planning& Implementation Group, ChairSharonMader,Dean,EarlK.LongLibraryJim E. Burgard, Assistant Vice Chancellor, University Computing Center RebeccaDrake,Pre-AwardCoordinator,OfficeofResearchGeorgiosE.Mazarakis,President,StudentGovernmentFacultyEnhancementDinahM.Payne,Professor,Management,Co-chairRussellE.Trahan,Jr.,Dean,CollegeofEngineering,Co-chairMarilynL.Hankel,AssociateDean,EarlK.LongLibraryN.AdlaiA.Depano,AssociateProfessor,ComputerScienceWilliamSharpton,AssociateDean,CollegeofEducationKevinWatson,President,UniversitySenateMikeRivault,Director,Marketing

AthleticsJamesW.Miller,Director,AthleticAdministration,ChairDinahM.Payne,Professor,Management,LiaisonSybil Boudreaux, Librarian, Earl K. Long LibraryGeorgiosE.Mazarakis,President,StudentGovernmentDebraC.Daniel,Instructor,Film,TheatreandCommunicationArtsJoanna B. Leake, Professor, EnglishMargaretV.Royerre,Director,RecreationandIntramuralSportsNikki May, Student, AthleticsMark Kulp, Assistant Professor, Earth and Environmental ScienceNorma J. Mattei, Associate Professor, Civil and Environmental EngineeringRodgerW.Griffeth,Professor,ManagementLouisJackson,AlumniRepresentativeTomSnyder,AlumniRepresentativeMichael Sapera, Chair, Athletics Council

36


Community RelationsBarryD.LeBlanc,PresidentandCEO,PamlabLLC,ChairMikeRivault,Director,MarketingMoniqueG.Gardner,Director,AlumniAffairsNormaE.Grace,ViceChancellor,TechnologyandEconomicDevelopmentRachelA.Kincaid,ChiefofStaff,Chancellor’sOfficeRobertW.Brown,ViceChancellor,Gov.CommunityandDiversityAffairsSharonW.Gruber,ViceChancellor,UniversityAdvancementCherie Maser, Student Government

37


Strategic Planning Resource Subcommittees 2006-2007Diversity CabinetRobertW.Brown,ViceChancellor,Gov.,Comm.&DiversityAffairs,ChairSamanthaBazile,AssistantDirector,StudentDevelopmentActivitiesElizabethBlankenship,Director,Women’sCenterPolly Burns, Coordinator of Scholarships, Graduate AdministrationNoraChapuis,Director,StudentSupportServicesAleaCot,Director,InternationalEducationRobertoDiazdelValle,Director,NewStudentOrientationChandaHobson,StudentWorkerAllisonHotard,CoordinatorofSpecialProjects,AlumniAffairsNorikoIto,Counselor,UniversityHonorsHuiJiang,ResearchAnalyst,DataManagement,AnalysisandReportingNormanJones,AssistantDirectorFinance&Administration,FacilityServicesTamaraKennedy,Analyst,HumanResourcesSusanKrantz,ProfessorandDean,CollegeofLiberalArtsGeorgiosE.Mazarakis,President,StudentGovernmentEarnestineMiddleton,CoordinatorofMulticulturalRecruitment,AdmissionsMichaelMizell-Nelson,AssistantProfessor,CollegeofLiberalArtsJames Mokhiber, Assistant Professor, College of Liberal ArtsNaomiMoore,Coordinator,TRACKristinMurzyn,GraduateStudent,Governmental,Community andDiversityAffairsLaJana Paige, Business Manager, Student AffairsAndre Perry, Assistant Professor, Educational Leadership, Counseling and FoundationsJohannaSchindler,Director,PublicRelations

Steven Smith, Assistant Professor, College of Business AdministrationJaniceThomas,Director,InternationalStudentsandScholars

PamVrana-Rault,DirectorofStudentDevelopmentActivitiesTangeyonWall,AssistanttotheChancellor,EqualEmploymentOfficerLucienWainie,DirectorofLeap,CollegeofEngineering

Internationalization Task ForceJaniceThomas,Director,InternationalStudentsandScholars,ChairMahdi Abdelguerfi, Professor and Chair, Computer ScienceGünterBischof,Chair,DirectorofCenterAustriaAleaMorelockCot,Director,DivisionofInternationalEducationAlimHannoura,EndowedProfessor,CivilEngineeringJohnD.Hazlett,Director,BachelorofArtsinInternationalStudiesPaulHensel,Sr.,AssociateDean,CollegeofBusinessRobertHensley,Director,OfficeofAdmissionsMerrillJohnson,ProfessorandAssociateDean,CollegeofLiberalArtsIsabelleMaret,AssistantProfessor,RegionalandUrbanStudiesRonaldP.Maggiore,AssociateViceChancellor,EnrollmentManagementDinahM.Payne,Professor,ManagementRichardSpeaker,AssociateProfessor,CurriculumandInstructionShengruTu,Professor,ComputerScience(representedM.Abdelguerfi)

Interdisciplinary StudiesDennisR.McSeveney,AssociateProvost,ChairCarlE.Drichta,InterimDean,MetropolitanCollegeSteven G. Johnson, Chair, Biological SciencesMerrillJohnson,ProfessorandAssociateDean,CollegeofLiberalArtsPaul J. Schilling, Associate Professor, Mechanical EngineeringLouis Paradise, Professor, Educational Leadership, Counseling & FoundationsMilton M. Pressley, Professor, Marketing and Logistics

38


Appendix C. Implementation MatrixObjective Action Item Key Performance Indicator Current Value Time Frame Champion1.1. Academic programs PeerAssessment(USNews) 2.2 2010 Provost

1.1.1.Restorefacultylines Student/FacultyRatio 18:1 2010 Provost

1.1.2. Fund budgets University budget Partially met 2008 VC Financial Services

1.1.3.ReviewUGRDprograms NumberReviewed Met 2017 Provost

1.2.SREBFour-Year1 SREBTier SREB4Y-2 2015 Provost

1.2.1. Correct CIP codes Codes corrected 2 incorrect 2008 Provost/DeanGraduateSchool

1.2.2. Additional doctoral programs Number of doctoral CIP Codes 7 2015 Provost/DeanGraduateSchool

1.2.3.IncreasepoolofGRD Number of doctoral degrees 48 2015 Provost/DeanGraduateSchool

1.2.4. Increase University Fellowships Number of Fellowships 5 2009 Provost/DeanGraduateSchool

1.2.5.Returnoverhead Budget Partially met 2008 VCResearch

1.2.6. Start-up for new faculty University budget Partially met 2008 VCResearch

1.2.7. Connect IE to plan Unit IE plans Partially met 2008 AVC Institutional Effectiveness

1.2.8.Reviewdoctoralprograms Number reviewed Met 2010 DeanGraduateSchool

1.3.FundProgramsofDistinction FundingforProgramsofDistinction Not met yearly Provost/VCAdvancement

1.3.1.EngageAlumni/Leaders Meeting minutes Partially met yearly VC University Advancement

1.3.2. Board of Visitors Boards established Not met 2008 Provost

1.3.3. Special events Number of events Not met yearly Dean

1.3.4. Specific initiatives Number of initiatives Not met yearly Dean

1.3.5 Alumni events Number of events Not met yearly Dean

1.3.6. Community programs Number of programs Not met yearly Dean

1.4. Interdisciplinary Studies NSSEINDSTD04 Unknown 2009 Provost

1.4.1. Name change Name of program General Studies 2008 Provost

1.4.2.Restructuring Organizationalstructure Dean 2008 Provost

1.4.3. Interdisciplinary Studies Committee Committee formed Not met 2008 AVC Academic Affairs

1.4.4. Themes approved Policy established Not met 2008 AVC Academic Affairs

1.4.5. New interdisciplinary programs Policy established Not met 2008 AVC Academic Affairs

1.4.6.BoRapprovedprograms Policy established Met Provost

1.5. International Programs Restructuring,Numberofprograms Not met 2008 Provost

1.5.1. Programs in new regions Number of regions Not met 2009 AVC Academic Affairs

1.5.2. Strategic priorities Priorities established Not met 2008 AVC Academic Affairs

1.5.3. International Studies Center Center established Not met 2010 AVC Academic Affairs


Objective Action Item Key Performance Indicator Current Value Time Frame Champion1.6.Honors Number of honors graduates 25 2010 HonorsDirector

1.6.1.HonorsCollege College established Not met 2010 VCAdvancement/Director

1.6.2.Honorsresidentialspace Space identified Not met 2010 HonorsDirector

1.6.3.Honorsopportunitiesforstudents Number of opportunities Not met 2008 HonorsDirector

1.6.4.HonorssectionUNIV Section registration Not met 2009 HonorsDirector

1.6.5. International honors Number of opportunities Not met 2008 HonorsDirector

1.6.6.Honorsstudents/facultymentors Number of mentorships Not met 2008 HonorsDirector

1.6.7. Special graduation GPA level Policy established Not met 2008 Provost

1.6.8. National Merit Scholars Program Number of National Merit Scholars Not met 2009 Provost

1.7.OrganizationalStructure 1.7.1. Move Eisenhower Center OrganizationalChart Not met 2008 Provost

1.7.2. Move Center Austria OrganizationalChart Not met 2008 Provost

1.7.3. Coordination of International Prog. OrganizationalChart Not met 2008 Provost

1.8 Athletics MeetallNCAADivision1 Not met 2010 AthleticsDirector

2.1. Graduation rate Graduation rate 24% 2010 Provost

2.1.1. Faculty mentoring Policy established Partially met 2008 Provost

2.1.2. On-campus facilities open hours Hoursofoperation Not met yearly Provost/VCCampusServices

2.1.3. Financing for campus activities Funding level Not met 2010 VC University Advancement

2.1.4. Internal and external communications Policy established Not met 2008 AVC Enrollment Management

2.2. Persistence rate Persistence rate 67% 2010 TaskForceDirector

2.2.1.RedesignedUNIV1001 Course syllabus Not met 2009 UNIVDirector

2.2.2. ENGL 1157 and 1158 Course enrollment 20/section 2008 DeanCOLA

2.2.3. ENGL 1156 tutoring Module and tutoring hours Not met 2009 WritingCenterDirector

2.2.4.MATH1115classsize Classsize 35/section 2009 DeanCOS

2.2.5.MATHreview/tutorial Resourcesestablished Not met 2008 Freshman Math Coordinator

2.3. Student demographics DiversityIndex 0.52 2008 Provost

2.3.1.8%out-of-statestudentpopulation Percent of headcount 5% 2010 AVC Enrollment Management

2.3.2.8%internationalstudentpopulation Percent of headcount 5% 2010 AVC Enrollment Management

2.3.3.SREBFellowshipprogram Program benchmarks Not met 2009 AVCDiversityAffairs

2.3.4. Minority support network NSSEENVDIVRS Unknown yearly

2.3.5.Diversitywebsite Website/NSSEGNDIVRS Notmet/unknown yearly AVCDiversityAffairs

2.3.6. International student support Support system Not met 2009 AVC Academic Affairs

2.3.7. Student participation Number of students in each program Unknown yearly AVC Academic Affairs

2.4. Vibrant student life NSSEENVEVENTandCOCURR01 Unknown yearly DeanofStudentAffairs

2.4.1. Funding for Campus Activities Funding Not met 2010 DeanofStudentAffairs

2.4.2. On-campus activities NSSE ENVEVENT Unknown yearly DeanofStudentAffairs


Objective Action Item Key Performance Indicator Current Value Time Frame Champion2.4.3.Community/StudentLifePrograms Number of Programs Not met yearly DeanofStudentAffairs

2.4.4.Revisedclassschedule Class schedule 4-day 2009 Provost

2.4.5.Studentorganizations Number of meetings Not met yearly DeanofStudentAffairs

2.4.6. Speaker series NSSECOCURR01andlectures Unknown/Notmet yearly DeanofStudentAffairs

2.4.7.Studentaudio/videowebsite Websiteestablished Not met 2009 DeanofStudentAffairs

2.4.8. Study of student life operations Study progress Not met 2009 DeanofStudentAffairs

2.5. ACT 25 and 15,000 MeanfreshmanACT/Headcount 23/11,747 2010 AVC Enrollment Management

2.5.1. Marketing, recruiting, enroll plan Plans released Not met 2008 AVCEnrollMgmt/DirRecruit

2.5.2.Recruitingportfolio Portfolio Not met 2008 AVC Enrollment Management

2.5.3.FundRecruiting/Marketing University budget Not met 2008 AVC Enrollment Management

2.5.4. Comprehensive communication plan Plan released Not met 2008 AVC Enrollment Management

2.5.5. International recruitment plan Plan released Not met 2008 AVC Enrollment Management

2.6. Athletics academic success NCAAAcademicProgressRate 850-950 yearly AthleticsDirector

3.1.Recruitsuccessfulfaculty Promotion/Tenurerate Unknown yearly Provost

3.1.1. Establish recruitment budgets Budget lines established Not met 2008 Provost

3.1.2. Marketing campaign re faculty Campaign developed Not met 2009 DirectorofMarketing

3.1.3. K-12 educational relationships Number of schools Not met 2009 Provost

3.1.4. New faculty summer support Number of faculty on support Not met 2008 VCResearch

3.1.5. In-house grants program Number of faculty on support Not met 2008 VCResearch

3.2. Faculty retention Retentionrate Unknown 2008 Provost

3.2.1. Campus-wide policies and procedures Policies established Not met 2008 Provost

3.2.2.Facultyreward/compensationpolicy Policy established Not met 2008 Provost

3.2.3. Faculty development funding Budget lines established Not met 2008 Provost

3.2.4. Collegial relationship opportunities Number of opportunities Unknown 2008 Provost

3.2.5. Faculty retention budget line Budget line established Not met 2008 Provost

3.3. Graduate faculty members Percent full membership of eligible Not met 2010 Provost

3.3.1. Graduate student population Number of graduate students 2500 2010 DeanGraduateSchool

3.3.2. External funding opportunities Number of proposals submitted Unknown yearly VCResearch

3.3.3. In-house grants program Number of faculty on support Not met 2008 VCResearch

3.3.4. Translational research Number of licenses Unknown yearly VCEconomicDevelopment

3.3.5. Office of Intellectual Prop. Mgmt. Office established Not met 2008 VCResearch

3.3.6. University-Industry links Number of links Unknown yearly VCEconomicDevelopment

3.3.7. Entrepreneurial opportunities Number of opportunities Unknown yearly VCEconomicDevelopment

3.3.8. CFI-College integration Number of contacts Not met 2008 VCResearch


Objective Action Item Key Performance Indicator Current Value Time Frame Champion3.3.9. Patent criteria for graduate faculty Policy established Not met 2008 DeanGraduateSchool

3.4. Instructional delivery NSSEENVSUPRT Unknown yearly Provost

3.4.1. Budget instructional supplies Budget lines established Not met 2008 Provost

3.4.2.Budgetinstructionalequipment Budget lines established Not met 2008 Provost

3.4.3.Replacementoffacultycomputers Policy established Not met 2008 Chair, STPIG

3.4.4. Faculty workload policy Policy established Not met 2008 Provost

3.4.5. Instructional faculty development Number of opportunities Unknown yearly Provost

3.4.6. International opportunities Number of opportunities Unknown yearly AVC Academic Affairs

3.5. Faculty diversity DiversityIndex Unknown yearly Provost

3.5.1.RecruitMinorityFaculty Number of minority faculty Not met 2008 Provost/AVCDiversityAffairs

3.5.2.Diversitygrants Number of awards Not met 2008 AVCDiversityAffairs

3.5.3.ExpandFacultyDiversityOrientation Orientation program Partially met 2008 AVCDiversityAffairs

4.1. Staff 4.1.1Student/StaffRatioandSalaries Student/StaffRatio,SalaryComps. 16:1,60th%tile yearly DirectorHRM

4.1.2. Staff in key areas Student/StaffRatio 16:1 yearly DirectorHRM

4.2.StaffPPR/Evaluation 4.2.1 Various training Percent completed Unknown yearly DirectorHRM

4.2.2.TrackPPRusingPeopleSoft PeopleSoftquery Not met 2008 PESC

4.2.3.EvaluatePPR-Aform ReportonPPR-A Not met 2008 DirectorHRM

4.2.4.PPROnlinetraining PPRTrainingModules Not met 2008 DirectorHRM

4.2.5. Classified raises and evaluations ClassifiedRaisePolicy Not met 2009 DirectorHRM

4.2.6.Non-classifiedReviewInstrument Non-classifiedReviewForm Not met 2009 DirectorHRM

4.2.7. Non-classified raise and degrees Non-classifiedRaisePolicy Not met 2009 DirectorHRM

4.2.8. Non-classified raise and evaluations Non-classifiedRaisePolicy Not met 2009 DirectorHRM

4.2.9. Non-classified Salary Program Non-classified Salary Program Not met 2009 DirectorHRM

4.3.Faculty/StaffTraining PercentFaculty/StaffTrained Unknown 2008 DirectorHRM

4.3.1.DevelopOn-lineTrainingInstrument On-line Instrument Not met 2008 DirectorHRM

4.3.2.Awareness of training classes Training class attendance Unknown 2008 DirectorHRM

4.3.3.Replacementofstaffcomputers Percent of staff computers replaced Not met yearly Chair, STPIG

4.4. Customer Service CampusCustomerServiceRating Unknown yearly Chair, Customer Service TF

4.4.1. Customer Service in IE Plans Institutional Effectiveness Plans Not met 2009 AVC Assessment and IE

4.4.2.Campus-wide Evaluation Instrument Customer Service Evaluation Form Not met 2008 AVC Assessment and IE

4.4.3. Customer Service Training Program Customer Service Training Program Not met 2008 Chair, Customer Service TF

4.4.4.RewardsProgram RewardsProgram Not met 2008 Chair, Customer Service TF

5.1 Community Involvement Nationalrecognition/NSSEGNCOM-MUN

unknown yearly Provost

5.1.1. Community service initiatives Number of initiatives Unknown yearly Provost


Objective Action Item Key Performance Indicator Current Value Time Frame Champion5.1.2. Community service programs Number of programs Unknown yearly Provost

5.1.3. UNIV community service Component of UNIV Not met 2008 DirectorUNIV

5.1.4. Community partnerships Number of partnerships Unknown 2008 Provost

5.1.5. Internships with private partners Number of internships Unknown 2008 Provost

5.1.6. Partner with local schools Number of partnerships Unknown 2008 Provost

5.1.7. Publicly available special classes Number of available class meetings 0 2008 Provost

5.1.8. Engage companies to support research Number of companies Unknown 2008 VCEconomicDevelopment

5.1.9. Garner recognition of efforts Numberofmediaevents/postings Unknown 2008 VC University Advancement

5.2.Workforcedevelopment NSSEINTERN04andGNWORK Unknown 2008 DeanMetropolitanCollege

6.1. Appropriate facilities In-house survey Unknown 2008 VC Campus Services

6.1.1.StudentHousing Construction completed Not met 2008 VC Campus Services

6.1.2.RebuildtheCove Construction completed Not met 2010 VC Campus Services

6.1.3. New Fine Arts building Construction completed Not met 2010 VC Campus Services

6.1.4.RedesignedLibraryfirst-floor Construction completed Not met 2010 VC Campus Services

6.1.5. Facilities for informal faculty groups Construction completed Not met 2009 VC Campus Services

6.1.6.RedesignPerformingArtsCenter Construction completed Not met 2010 VC Campus Services

6.1.7.Redesignclassroomsfortechnology Number of classrooms redesigned Unknown 2010 VC Campus Services

6.1.8. Facilities Services Building Construction completed Not met 2010 VC Campus Services

6.1.9. North Central Utilities Plant Construction completed Not met 2010 VC Campus Services

6.1.10.InternationalHouse Construction completed Not met 2010 VC Campus Services

6.1.11. Athletic facilities Construction completed Not met 2010 VC Campus Services

6.2.Facilitymaintenance/repair In-house survey Unknown 2008 VC Campus Services

6.2.1.ImplementBlueLight/Escort/RAD Programs implemented Not met 2008 AVC Public Safety

6.2.2.OperationIdentification/Brochure Program/brochurecompleted Not met 2008 AVC Public Safety

6.2.3. Emergency notification systems Systems implemented Not met 2008 AVC Public Safety

6.2.4.Buildingmaintenance/repairpolicy Policy established Not met 2008 VC Campus Services

6.2.5. Campus beautification In-house survey Unknown yearly VC Campus Services

6.2.6. Alternate financing for facilities Amount of external funds raised Unknown yearly VC University Advancement

6.2.7.RelocateOfficeofAdmissions Office move completed Not met 2009 VC Campus Services

6.2.8.RenovateUniversityCenter Renovationcompleted Not met 2010 VC Campus Services

6.2.9. Upgrade and diversify campus dining Number of dining venues 6 2008 VC Campus Services

6.2.10. Plan move of Conference Services Plan completed Not met 2008 Provost

6.2.11.Repair/replacefacilitiesequipment Budget allocation Unknown yearly VC Campus Services

6.2.12.Bondsforfacilitiesequipment Bonds let Not met 2009 VC Campus Services

6.3. Campus Master Plan Approval by LSU System Not met yearly Chair, Master Plan Committee


Objective Action Item Key Performance Indicator Current Value Time Frame Champion6.3.1.RelocateLakeshoreDriveentrance Entrance relocated Not met 2009 VC Campus Services

6.3.2.NewStudentUnion/AffinityHousing Construction completed Not met 2015 VC Campus Services

6.3.3.Rebuildmarriedstudenthousing Construction completed Not met 2015 VC Campus Services

6.3.4.ConstructwalkovertoR&TPark Construction completed Not met 2010 VC Campus Services

6.4. Supervisory Boards

6.4.1. Increase upper limit of Act 959 Requestapproved Not met 2008 VC Campus Services

6.4.2. Increase upper limit on FUMF Requestapproved Not met 2008 VC Campus Services

6.4.3.IncreaseupperlimitonMajorRepair Requestapproved Not met 2008 VC Campus Services

7.1. Business Continuity PM-36 Compliance Not met 2008 Chair, STPIG

7.2. Louisiana Optical Network 7.2.1. Transition from LaNET to LONI Transition completed Met May, 2007 AVC UCC

7.2.2.Modernizeaccesstoremotecampus Remotecampusbandwidth Not met 2008 AVC UCC

7.3.Adequateresearchcomputing In-house survey Unknown yearly Chair, STPIG

7.4.Wirelesscampus Campus wireless coverage Not met 2008 AVC UCC

7.5. IT meets needs of campus In-house survey Not met yearly Chair, STPIG

strategic plan - the university of new orleans - a higher

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