Pillars

Re-imagine the Curricular Structure and Core Requirements

Focal Initiatives and Charges:

  • Restructuring of the Liberal Arts Core
    • Complete the work of the liberal arts core committee that proposes a restructuring of the liberal arts core that focuses on interdisciplinarity; seek Faculty Senate approval; establish an implementation procedures guide and timeline
    • In collaboration with the working group on High Impact Practices and Experiential Learning, consider the inclusion of experiential learning as a requirement in the liberal arts core
    • In collaboration with the working group on Professional Development, consider the inclusion of professional development competencies in the liberal arts core
    • In collaboration with the Committee on Diversity, Equity and Inclusion (Tabitha, Hannah Ryan), consider the inclusion of DEI in liberal arts core
    • In collaboration with accreditation and assessment team, develop a curriculum map and establish learning outcomes for all components of the new requirements
    • In collaboration with the Registrar’s Office and Transfer Committee, develop an approach for completion of liberal arts core by transfer students and students who matriculate with dual credit/AP/IB credit
  • Integration of Experiential Learning into the Curricular and Co-Curricular Experience
    • Research peer models and best practices on the incorporation of experiential learning into curricular and co-curricular requirements; use this information as the foundation for a recommendation on establishing experiential learning as a graduation requirement for UVA Wise students
    • Research peer models and best practices regarding the organizational and management structure for Experiential Learning and High Impact Practice programs; in collaboration with Academic Affairs, make a recommendation on reporting structure, staffing, and resources for an office/program/division on experiential learning that includes a centralized approach to the management of undergraduate research, community-engaged learning, internships, and global study
    • In collaboration with Liberal Arts Core Committee, determine the integration of experiential learning into the core requirements
    • In collaboration with the Council of Chairs and academic departments, consider the inclusion of experiential learning as a major/minor requirement
    • In collaboration with the Working Group on Professional Development, consider the linkages between experiential learning and professional development; develop shared learning outcomes
    • In collaboration with the Innovate2Elevate committee, consider ways that iPads can be used to track, reflect on, archive, and share the experiential learning activities that students complete
  • Integration of Professional Development into the Curricular and Co-Curricular Experience
    • In collaboration with the Liberal Arts Core Committee and Wise and Ready Committee, with input from business and industry partners and the accreditation and assessment team, establish target professional development competencies and a plan for how these competencies will be addressed through the core curriculum
    • In collaboration with the Council of Chairs and academic departments, develop a plan for the integration of professional development competencies into major requirements
    • In collaboration with the Freshman Seminar Committee, consider how professional development competencies will be introduced in the freshman seminar
    • In collaboration with the Working Group on Experiential Learning, consider the linkages between experiential learning and professional development; develop shared learning outcomes
    • In collaboration with the Innovate2Elevate committee, consider ways that iPads can be used to track, reflect on, archive, and share the professional development activities that students complete and the competencies that they can demonstrate (using the digital portfolio)
  • Creation of Guided Pathways through Intentional Advising and 4-Year Academic Plans
    • Research peer models, best practices and AAC&U resources on guided pathways, 4-year advising programs, and faculty mentoring programs; recommend a structure for the incorporation of a guided pathways approach to advising and mentoring at UVA Wise
    • Consider the needs of special student populations (e.g., athletes, honors students, transfer students) and students who need academic intervention (collaborate with Working Group on Academic Bridges – Pillar #4) and make recommendations on how the guided pathways approach will be adapted to their needs and circumstances.
    • In collaboration with the Council of Chairs and academic departments, map four-year plans for all majors and minors; include in the plan clear guidelines on which courses will be offered in which semester and/or summer and on all prerequisites
    • In collaboration with the Innovate2Elevate, establish a plan for the iPad to be used as a tool to track guided pathways and to support the advising process
  • Review of Academic Calendar to determine whether alternative calendars (Jan term, Maymester, extended summer, quarter system) would address needs of various student populations better than current calendar
    • Working with the Registrar and the Council of Chairs and drawing from models and best practices of peer institutions, consider various semester models that might address the needs of our students. Should we have a January term, a Maymester? Should we have express semesters during each fall and spring academic terms? What academic calendar policy do we need to put in place?

Coordinating Team: Mark Clark, Narda Porter, Neva Bryan

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Align our Program Portfolio with Institutional Mission, Student Demand, and Regional Need

Focal Initiatives:

  • Portfolio Analysis of Current Academic Programs to Recommend Strategies to Strengthen or Restructure Them
    • Through a collaborative effort of the Office of Institutional Research, the Council of Chairs and academic departments, the faculty governance process, and the Office of Academic Affairs, a full analysis of enrollment trends, cost, workload, and broader impact will be completed on all degree programs
    • Initiated by the Council of Chairs in collaboration with the Office of Academic Affairs, the Office of Institutional Research, the Working Group on Faculty Workload, and the Working Group on Online Education, a course management plan will be developed that includes guidance on class size, class modality, and class schedules
    • Data dashboards will be created to facilitate real-time use of data in decision making about degree programs
    • In collaboration with the Working Group on Faculty Recruitment, a recruitment plan and timeline will be developed to support the priority needs of academic programs.
    • Through this collaborative effort, recommendations for restructuring, enhancing, and expanding degree program offerings, to include resource needs and proposed implementation timeline, will be presented to the Chancellor and her staff for consideration
  • Impact and Efficiency Analysis of Co-Curricular and Extra-Curricular programs
    • Through a collaborative effort of the Office of Institutional Research, the Office of Academic Affairs, the Office of Student Affairs, the Office of Economic Development and Strategic Initiatives, an analysis of the organizational structure, efficacy and efficiency of all academic and student support programs and services will be implemented with the goal of ensuring integration and cohesion in the student experience
  • Evaluation of Student Interest, Regional and Commonwealth Demand, Opportunistic Growth Potential to Recommend New Programs and New Student populations
    • With the support of Institutional Research and existing dataset and tools, an analysis of student interest, as well as regional and state-level demand for specific programs will be completed. These data will be used to inform the work of the strategic plan by identifying opportunity for expansion of programs and to new student populations
    • These data will also be used to identify partnership opportunity to support student experiential learning
  • Data-informed analysis of demand for masters-level program and remote learning access.
  • Formulation of Plan for Program-Based Collaboration, Co-Led Initiatives, and Shared Resources with UVA

Coordinating Team: Trisha Folds-Bennett, Shannon Blevins, Huda Aden

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Invest in Faculty and Staff Recruitment and Development to Achieve Diversity, Collaboration, and Commitment

Focal Initiatives

  • 10-year faculty recruitment and retention plan that includes faculty types and workload analysis
    • Using data compiled by Institutional Research and analyzed by the Council of Chairs in the context of the program planning produced through the efforts of the Pillar 2 coordinating team, map out a 10-year hiring plan that anticipates enrollment and program growth/shifts
    • Using the DEI strategic plan as the foundation, incorporate goals for diversity into the hiring plan
    • Using data compiled by Institutional Research, complete a comprehensive faculty workload analysis (course load, advising load, committee assignments, research productivity, other service contributions) that reflects current reality; Using models and best practices from peer institutions, develop a forward-looking workload policy that provides metrics and rubrics that support the development of individual workload plans for faculty.
    • Examine current categories of faculty positions (e.g., tenure track, tenured associate/full, instructor, adjunct) and using models and best practices from peer institutions, consider revision of current categories and descriptive criteria/advancement standards for each.
    • In collaboration with the Working Group on a Livable Community, survey faculty to determine the factors that would be most important to their satisfaction and retention. Using survey data, develop a plan to address those factors. Ensure that issues of equity and inclusion are incorporated into the plan. Ensure that broader community issues are incorporated into the plan
  • 10-year staff recruitment and retention plan
    • Using data compiled by Institutional Research with input from senior staff and other institutional leadership, complete a comprehensive review of current staffing to identify areas of need/potential restructuring
    • Using the DEI strategic plan as the foundation, incorporate goals for diversity into the hiring plan
    • In collaboration with the Working Group on a Livable Community, survey staff to determine the factors that would be most important to their satisfaction and retention. Using survey data, develop a plan to address those factors. Ensure that issues of equity and inclusion are incorporated into the plan. Ensure that broader community issues are incorporated into the plan
  • Build infrastructure to support the training and professional development of faculty and staff to fully equip them to deliver the educational mission of UVA Wise
    • Using models and best practices from peer institutions, professional associations such as AAC&U, and consulting firms such as EAB, develop plans in partnership with UVA’s Center for Teaching Excellence, for a program/office responsible for the equipping and support of faculty and staff who are focused on the educational mission of the institution
    • Build infrastructure for cross-training and succession planning that ensures workload efficiencies, task redundancies, and leadership development
    • Create a program/initiative that brings faculty and staff together (some sort of teaching fellows program) in an effort to support the holistic development of students
  • Collaboration with local and regional partners in the ongoing creation and investment of our vibrant communities
    • Create a committee made up of UVA Wise faculty and staff, members of the community, including municipal leadership, charged with analysis of factors most conducive to enhancing the vibrancy of our community within the town of Wise and surrounding region.

Coordinating Team: Sabrina Qureshi, Tabitha Smith, Debbie Vanover

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Attract, Engage, and Retain Students Who Will Thrive at UVA Wise

Focal Initiatives

  • Develop a comprehensive, data-informed model of student recruitment and retention
    • In collaboration with Institutional Research, complete a comprehensive regression analysis of academic, demographic, and experiential factors that predict success (GPA, retention, graduation, internship placement, etc) at UVA Wise
    • In the regression analysis, parse the predictive value of standardized scores in predicting success. Based on this analysis, make a determination of test scores as a criterion in admissions decisions
    • Using results of the regression analysis, update our admissions model (if necessary)
  • Develop academic bridges that address the needs of students in general and specific cohorts of students in navigating the demands of academic programs and graduation requirements
    • Working with academic departments, determine the areas of academic performance most in need of support either through course pathways, tutoring, or other methods of intervention
    • Considering various cohorts of students (e.g., athletes, pre-health, first generation), evaluate current systems of support and intervention for their efficacy. Where gaps exist, consider new models drawn from a comparative analysis of models and best practices from other institutions; determine to what extent we should focus on pre-college intervention, required coursework, academic coaching and tutoring, peer mentors, etc to address identified needs.
    • Research organizational models for Student Success Centers/Offices/Initiatives and determine the best fit for UVA Wise
  • Solidify approach to transfer students, including strengthening of partnerships with regional community colleges and high schools
    • Building on work currently underway through the Virginia Transfer Pathways initiative, develop recruitment and retention plans for transfer students
  • Determine strategy for addressing the needs of adult learners
    • Using data/information derived from Working Group on Community and Regional Need and Partnership Opportunity and building on the conclusions of the group with regard to program focus and modality, develop a retention strategy for adult learners.
  • Expand scholarship portfolio to include more merit-based scholarships and scholarships for targeted populations
    • With the Office of Advancement team at the lead, consider the potential to develop scholarship programs (tuition support, but also programmatic support) for targeted populations of students (e.g., honors students, leadership societies)
  • Enhance programs that focus on the holistic development of students, including development of living-learning communities, wellness programs, and leadership programs.
    • Drawing from models and best practices of peer institutions, consider the creation of structured living-learning communities, perhaps tied to wellness and leadership programs.
  • Develop peer mentoring program that includes robust training and support for peer mentors
    • Drawing from models and best practices of peer institutions, consider the creation of peer education program that equips students to serve in leadership and peer mentor roles.

Coordinating Team: Chris Dearth, Marcia Mitchell, Josh Justice, Stephanie Shell

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Update our Systems, Policies, and Processes to Ensure Sufficient Availability and Efficient Management of Resources

Focal Initiatives

  • Review and Update as necessary 2025 Facilities Master Plans in response to plans for growth, restructuring of academic programs and support services
  • Update budget model to ensure full incorporation of all sources of revenue (state, federal, private, tuition and fees) and all categories of spending (personnel, instructional, programmatic, etc) in our plans for sustainable support of all programs; Using our 5- and 10-year projection of revenue needs and spending, create a model for prioritization of spending.
  • Thorough review of technology infrastructure to identify strengths and gaps in service and efficiency; develop plan to address gaps
  • Review of policies, business processes, and communication practices to address areas where streamlining, automation, and transparency might be addressed
  • Full vetting of potential across all operations to integrate systems with UVA, similar to the integration of finance and HR systems
  • Develop enhanced communication plan (to include institutional website) to ensure optimal support of collaborative, inclusive, transparent, and proactive sharing of information and governance

Coordinating Team: Heather Wilson, Valerie Lawson, Scott Bevins, Francene Meade, Joe Kiser, Genna Kasun