The Academic Affairs annual divisional priorities are organized in alignment with the themes in Boldly Elon. These priorities were identified through a collaborative process that included individuals representing multiple units in Academic Affairs in a series of discussions. While much important work is ongoing within Academic Affairs, it is critical to advance the goals included below as we contribute to the success of Elon University.

Learn: Innovative Teaching and Learning in an Era of Opportunity

  1. Through the Mentoring Design Team, ensure that the model for meaningful relationships: (Longmire-Avital, Miller)
    1. Fosters student learning outcomes that include building student awareness and agency in the development of meaningful relationships.
    2. Includes a sustainable structure, staffing, and access to professional development.
  2. Continue to advance the Elon Core Curriculum by: (Platania, Buckmaster)
    1. Developing and piloting a plan for student learning assessment using the new student learning outcomes for the entire Core Curriculum.
    2. Creating and initiating a two-year plan designed to extend capacity and deepen learning in the Elon Experiences that includes:
      1. A study of student, faculty, and staff participation and capacity trends across the Experiences, and
      2. An operational plan for actively engaging students in reflecting on and integrating their ELR experiences.
  3. Enhance current graduate programs and identify areas for new opportunities: (Kohn, Academic Deans, Overman)
    1. Restructure iMedia to make it accessible for a larger audience of students, including consideration of modality, access to an urban setting, and timing of courses for working professionals (Gaither)
    2. Identify possible new mission-centered graduate programs and new approaches to existing graduate programs with consideration for advancement in specific fields, student interest, and needs in the job market.
  4. Implement new undergraduate programs that reflect advancement in specific fields, student interest, and needs in the job market. (Kohn)
    1. Love School of Business: Fin Tech (Tadepalli)
    2. College of Arts and Sciences: Mechanical Engineering (Smith)
    3. College of Arts and Sciences: Neuroscience (Smith)
  5. Initiate implementation of the data competency QEP including: (Little)
    1. Hire a director of the Data Nexus
    2. Develop learning goals for courses advancing data competency and an assessment plan.

Thrive: An Inclusive and Healthy Community for Success

  1. Explore the integration of academic affairs into Health EU, considering: (Kohn, Miller, Overman, all Deans)
    1. Engagement in the Council on Wellness and Well-being as it focuses on advancing Health EU.
    2. Models that facilitate and deepen synergistic connections and understanding of the well-being domains to support wellness and well-being, further considering how these models connect with the Boldly Elon goals related to the comprehensive model for meaningful relationships.
    3. Approaches to deepen the understanding of and engagement in reflection around each well-being domain.
    4. Existing structures and resources that align with each domain; and gaps that may exist.
    5. Research, creative work, and professional development opportunities for faculty within the Health EU initiative and the alignment of these opportunities with established processes and structures.
  2. Advance data-informed efforts supporting student success and retention through collaborative efforts between Academic Affairs and Student Life: (Platania)
    1. Onboard the position of Assistant Dean for Student Success and Retention.
    2. Establish an integrated structure, including positions and programs in Academic Affairs and Student Affairs, that utilizes key predictors to support student success.
    3. Make progress towards the Boldy Elon retention goals of moving first-year retention  rates from 90% to 93% and four-year graduation rates to 85%.
  3. Study current practices and outcomes and identify key initiatives that will support recruiting, hiring, and retention processes designed to enhance the diversity of Elon’s faculty and staff. (Little, Clark)

Connect: Lifelong Partnerships Near and Far

  1. Continue to nurture relationships with community partners that will increase: (Buffington, Bullock) (Kevin Szostak, contact in Alamance Chamber of Commerce, kevin@alamancechamber.com)
    1. access to workplace and post-graduate experiences in Alamance County for Elon students that contribute to their professional growth and benefit the local community.
    2. commitment of Elon alumni to stay in Alamance County
    3. clinical opportunities for graduate students (Lund)

RISE: Positioning the University for the Future

  1. Coordinate with stakeholders across the university to enhance existing initiatives and develop new action plans designed to advance students’ success inside and outside of the classroom through the following areas of focus: (Kohn)
    1. inclusive approaches in pedagogy and learning assessment (Little, Clark)
    2. enhancement of outreach practices and development of student agency (Platania)
    3. increased accessibility to support resources and development of student agency (Platania)
    4. opportunities designed to create a sense of belonging (Clark)
    5. meaningful relationships (Longmire-Avital)
  2. Secure our position as the leader in study abroad among national universities by: (Kohn, Gozik, Academic Deans)
    1. Finalizing and implementing the global strategic plan
      1. Convene a small working group to refine and finalize the plan
      2. Plan for phases of the plan over the next three years with associated resource needs
      3. Launch phase one of the plan
    2. Collaborating with faculty and staff members to increase options and expand locations available for study abroad, while creating flexibility for faculty and student participation
    3. Re-attaining and maintaining our designation as the #1 institution for percent participation in study abroad
    4. Establishing new opportunities for undergraduate and graduate students in Elon in Los Angeles, Charlotte, New York, and Washington, D.C.
      1. Launch a part-time Executive Law School program: Receive ABA approval for a new site and begin recruitment process with a goal for enrolling the first class in Fall 2024 (Woodlief, Kramer)
      2. Identify possible new programs with consideration for advancement in specific fields, student interest, needs in the job market, and the benefits of specific regional centers
  3. Attain and maintain accreditation of academic programs: (Kohn)
    1. School of Health Sciences: Commission on Collegiate Nursing Education (CCNE) site visit for accreditation in 2023 (Lund)
    2. Love School of Business:  Submit report for the Association to Advance Collegiate School of Business (AACSB) reaccreditation (Tadepalli)
    3. School of Communications: Submit report for the Accrediting Council on Education in Journalism and Mass Communication (ACEJMC) reaccreditation (Gaither)
  4. Enhance support and success of external grant-seeking (Overman, Little, Academic Deans)
    1. Develop and distribute dashboard of data from the Office of Sponsored Research (OSP) that maps grant-seeking and annual expenditure of grant funds over time
    2. Implement annual programming sponsored by the Provost’s Office and the OSP supporting external grant-seeking, including guided workshops, presentations to academic departments, and celebrations of grant submissions
    3. Modify services based on experiences in 2022-23 and retain McAllister & Quinn to support grant writing for additional contract period
    4. Discuss opportunities for grant-seeking with all new faculty across academic disciplines
      1. Incorporate into on-campus interviews
      2. Include in New Faculty Orientation
    5. Increase number of external grant submissions by 20%

Ongoing Significant Work

  1. Contribute to the Advancing Equity Requirement launch by developing and offering a series of professional development workshops on equity-centered practices.
  2. Revisit and support student life in the development of an updated ten-year vision and implementation plan for enhancing the student residential experience and academic-residential partnerships.
  3. Design structures and processes necessary to support curricular and programmatic development that will support success of the regional centers that align with Elon’s educational model and commitments, and explore the feasibility of graduate and alumni education at these centers.
  4. Continue and complete facility renovations currently underway.
    1. McMichael renovation to support STEM programs.
    2. Francis Center renovation to support nursing and other health sciences programs.
  5. Continue to monitor and assess institutional spaces aimed at:
    1. Identifying areas to improve working conditions that support efficiency and effectiveness.
    2. Identifying near- and mid-term space needs related to growth goals.
    3. Considering space strategies like hoteling, co-working space models, and flexible/expandable work spaces.
    4. Encouraging gathering and cross-departmental interactions and collaborations.
    5. Considering how the physical working environment may impact faculty and staff retention.
    6. Supporting academic priorities.