Academic Affairs Alignment Plan Overview
The Division of Academic Affairs is under the leadership of Provost and Senior Vice Chancellor. Academic Affairs supports the mission and vision priorities of East Carolina University, which include student success, public service, regional transformation, social and economic mobility, workforce success, and rural health and well-being. The division includes the colleges and schools, libraries, and administrative offices.
Mission
To support the mission and vision priorities of East Carolina University by enhancing student success, fostering public service, promoting regional transformation, advancing social and economic mobility, driving workforce success, and improving rural health and well-being.
Vision
To be a leader in transforming the educational experience by supporting a dynamic, innovative academic environment that meets the needs of students, faculty, and the broader community.
Summary of Unit Strategies
M1.1.1: Develop and implement a systematic model for operations that increases the use of early alert systems, regular reviews and analyses of data, and utilization of multi-channel communications to improve retention and graduation rates and re-engage stop-outs.
- Brief Targeted Narrative: Increasing retention, persistence, and graduation rates at both the undergraduate and graduate levels will lead to student success for all students.
M1.2.1: Collect and analyze data on student engagement in high-impact practices and promote development, implementation, participation, and tracking of high-impact practices at the undergraduate and graduate levels.
M1.2.2: Increase professional development activities (e.g., writing, mentoring) for ECU graduate students and their faculty mentors through collaboration with university partners.
- Brief Targeted Narrative: Transformative experiences and experiential learning opportunities have been correlated to student success, and institutional tracking of high-impact practices is essential for undergraduate students. Supporting graduate students and their faculty mentors in research and scholarly productivity is also important.
M2.1.1: Increase community participation in campus access events (i.e., Let’s Connect, campus group tours, Graduate Admissions Fair, Graduate Pathways, K-12 competitions, summer camps, etc.) by strengthening external marketing and communication strategies with campus partnerships.
- Brief Targeted Narrative: Increasing the number of events, individuals participating in the events, and monitoring satisfaction are essential elements to engaging people in campus educational and cultural events.
M2.2.1: Secure grant opportunities and expand donor support of campus access events and engagement activities.
- Brief Targeted Narrative: External funding will be sought after to sponsor campus events and professional development activities.
V1.1.1: Develop new and revised financial aid strategies (need-based and merit-based aid) to mitigate financial barriers to accessing and completing an ECU undergraduate degree.
V1.1.2: Pursue innovations to improve the transfer experience, remove barriers, and increase opportunities for learners to apply prior learning.
- Brief Targeted Narrative: Removing financial and enrollment barriers for students, particularly transfer students, will make the process of becoming an ECU student and graduating in a timely manner more accessible and affordable. Student federal loan debt will be monitored, as well as time-to-degree.
V1.2.1: Pursue innovations in online education to increase the number of high-quality and high-demand online courses and programs (e.g., Project Kitty Hawk, certificates and micro-certificates, alternate block courses, high-demand general education science courses, etc.).
- Brief Targeted Narrative: A focus on quality online course offerings will be measured by the number of courses with Quality Matters certification. Programs offered through Project Kitty Hawk will also be an essential component for this objective.
V2.1.1: Partner with HR to use a multi-channel approach to promoting and instituting holistic well-being resources and emphasize well-being as a benefit in recruitment practices.
- Brief Targeted Narrative: Utilization rates of well-being resources by faculty and staff will be monitored and increased in support of a culture of care and sense of belonging.
V2.2.1: Develop new educational discussion and/or awareness programs (to include intergroup dialogue and intercultural learning) designed to increase levels of engagement, belonging, and authentic respect for differing backgrounds and identities.
V2.2.2: Serve as a best practice model for using relevant survey results and data to develop strategies to foster an inclusive environment.
V2.2.3: Establish a new framework to fully integrate inclusive recruitment and retention practices within the division’s units and colleges.
- Brief Targeted Narrative: The development of an inclusive framework, along with programmatic offerings, will be done to sustain an inclusive environment for staff, faculty, and students. Satisfaction data related to educational and awareness programs will be gathered.
V2.3.1: Establish sustainable and systematic mechanisms (talent development plans, succession planning, business continuity planning, cross-training/coaching/mentoring, career/advancement pathways, etc.) within AA administrative units to facilitate employee growth and advancement.
- Brief Targeted Narrative: Mechanisms will be developed and implemented to support successful career journeys for university employees.