Learn: Innovative teaching and learning in an era of opportunity

  1. With strategic leadership from the Mentoring Design Team, advance Elon University’s position as the national leader in mentoring through the development of programs and pathways for students to foster meaningful relationships.
    1. Engage pilots related to first year students, peer mentoring, graduate students, academic advising, access and equity, and student employment.
    2. Develop student learning outcomes that include building student awareness and agency in the development of meaningful relationships.
    3. Develop programming to ensure staff have opportunities to engage in mentoring strategic efforts.
    4. Review and recommend a four-year integrated model to support mentoring outcomes for students.
    5. Recommend a sustainable program structure, related staffing, and plans for continued professional development.
  2. Expand Elon’s public policy research centers initiative.
    1. Adopt a five-year strategic plan for the Elon Poll, determining future methodologies, poll foci and student engagement models, and positioning the poll for success in the 2024 General Election and subsequent years.
    2. Identify new leadership and establish an interdisciplinary digital life center as a successor to Imagining the Internet, building upon and expanding the existing body of work and established relationships. Work toward the establishment of a five-year strategic plan for the newly created interdisciplinary center.
  3. Increase campus engagement in the annual Speaker Series and with other guest artists, events, and speakers by deepening a sense of ownership.
    1. Partner with campus constituents to refresh and formalize mechanisms for deepening engagement and participation in the annual speaker series, including connections to the university’s academic programs and the Boldly Elon strategic plan.
    2. Engage Elon partners (ABSS, Alamance Community College, industry, non-profits, governmental agencies, etc.) and explore multiple ticket and access options for the surrounding community.
  4. Explore and advance new and creative graduate-level academic programs that align with student needs and prepare Elon graduates to succeed in their chosen profession.
  5. Review and restructure the iMedia program, considering options for modality and scheduling of coursework for working professionals. Plan for regional center expansion in 2025.
  6. Through the Data Nexus Quality Enhancement Plan (QEP), prepare Elon students to better understand the roles data and data analysis play in society.
    1. Through the QEP, prepare students to handle complex quantitative and qualitative data in coursework and other outlets. Assess student learning in foundational statistics courses and determine targets for improvement. Determine a process to designate select courses as “Data Intensive” and enhance student learning outcomes for specific skillsets.
    2. Increase student awareness and use of technology available to process and visualize data to make meaningful inferences, and to apply this knowledge in an array of fields of study using such technology to make sense of data and systems.
  7. Strategically engage the advancement of artificial intelligence, identifying ways to employ this burgeoning technology to enrich teaching and learning at Elon.
  8. Advance the construction of a new neighborhood of small sustainable houses at Loy Farm, including the implementation of an advisory committee and residential programming.

Thrive: An inclusive and healthy community for success

  1. Recognizing the opportunity and challenge of advancing holistic wellness, move forward initiatives related to the wellness of Elon students, faculty and staff within each pillar of HealthEU.
    1. Cultivate innovative new programs and initiatives that support wellness and well-being and determine the space and resources needed to advance them within the Elon University community.
    2. Review the structure and membership of the Council on Wellness and Well-being to create a revised “HealthEU Council” responsible for advancing HealthEU, implementing new campus-wide health and wellness initiatives, and developing strategies for ongoing monitoring and assessment, including research and incorporation of best practice within academia.
    3. Recruit and hire a new leader to collaborate with university constituents to advance the multifaceted dynamic aspects of HealthEU.
    4. With the leadership of the HealthEU Council, deepen campus understanding of and engagement in reflection around each of the six HealthEU dimensions of wellness, identifying existing structures, gaps that may exist, and resources and solutions to eliminate barriers to achieving success.
    5. Identify and highlight research, creative work, and professional development opportunities for faculty within the HealthEU dimensions of wellness and determine the alignment of these opportunities with established processes and structures or the need to create new pathways for success.
    6. Develop and begin executing a significant fundraising campaign to support the HealthEU initiatives, including annual, endowment and capital priorities.
  2. Advance the development of Elon Phoenix student-athletes and Phoenix Athletics.
    1. Create a four-year diversity, equity, and inclusion (DEI) plan for Phoenix Athletics and engage the needed campus partners to address the findings of the NCAA departmental DEI review.
    2. Advance the health and well-being of student-athletes by establishing an interdisciplinary team to review Interassociation Mental Health Best Practices and the NCAA Division I Transformation Committee Final Report to develop recommendations and implement strategies to better serve the unique mental and physical health needs of student-athletes.
    3. In collaboration with Information Technology, Elon Sports Vision, and the School of Communications, explore opportunities to expand production capacity to enable greater support of multiple events occurring simultaneously.
  3. Foster a dynamic working environment for faculty and staff across career stages and professional ranks with new leadership and learning pathways, and greater access to feedback, coaching and mentoring.
    1. Work with university leadership and employees throughout the university to foster a culture of open and productive communication by creating and executing a strategic, cohesive, prioritized and sustainable plan to support and improve internal communications.
    2. Launch the first year of the Elon Early Career Institute (EECI) and Mid-Level Professionals Institute (MLPI) for university staff and establish plans for a future upper-level faculty and staff advanced learning institute.
    3. Informed by the recommendations and results of the Higher Education Data Sharing (HEDS) climate survey of faculty and staff and previous studies, develop inclusive excellence plans that increase well-being and belonging within units and across the university, and implement campus-wide climate-enhancing strategies.
    4. In partnership with Information Technology, curate digital tools and solutions within the areas of Finance and Human Resources to enhance process effectiveness and create workflow efficiencies.
    5. Explore ways to enrich the university’s talent acquisition process, including recruitment of new employees and the facilitation of advancement and development within the university.
    6. Advance the development of an “Infant, Toddler and Twos” childcare center to attract and retain talent and maintain Elon’s strong workplace culture.
  4. Develop a toolkit and series of learning opportunities for applying the Inclusive Excellence framework across academic and administrative units across campus.
  5. Identify opportunities to enhance the life safety systems (i.e. fire safety, elevator safety) and sustainability of Elon’s campus infrastructure by facilitating collaboration between Campus Safety & Police, Facilities Management, and Information Technology.

Connect: Lifelong partnerships near and far

  1. Collaborate with the Occaneechi Band of the Saponi Nation to support its efforts to revitalize the tribe’s heritage language and share new heritage learning opportunities with campus.
  2. Prepare the campus community for the 2024 election cycle, including voter registration, education on political engagement and active citizenship, and coordination of an early voting site available at the university for Alamance County residents.
  3. Launch the Women of Elon Initiative, a full-scale engagement and fundraising program focused on increasing alumnae and parent involvement in the life of the university.
    1. Develop and implement women’s programming in regional spaces, through chapters, virtual experiences, and high-level donor experiences.
    2. Develop and on-board volunteer leadership to lead the roll-out of women’s philanthropy efforts.
    3. Raise at least $1.25 million in support of women’s philanthropy initiative for internship support.
    4. Coordinate a women’s philanthropy and leadership conference on campus in spring 2024.
    5. Implement the second cohort of Women in Leadership program.
  4. Showcase Elon University’s position as a leading institution within the Coastal Athletic Association (CAA) by successfully hosting the 2024 CAA Championships in Women’s Tennis and Outdoor Track and Field.
  5. Advance and expand Elon’s model of engaged and experiential education through the development of Elon Regional Centers (RCs).
  6. Advance Elon’s growing programs in professional and continuing education.
    1. Partner with the School of Health Sciences and Elon Law to develop hubs for professional education, identifying learning opportunities specific to each school, and curated for practitioners who need continuing education units (CEUs) to maintain their licensure.
    2. In partnership with the Student Professional Development Center (SPDC) and Advancement, develop institutional strategy to engage corporate/organizational partners, including customized programming tailored to meet specific organizational needs.
    3. With the Office of Continuing Education and Professional development, create a five-year plan to develop a portfolio of courses and certificates offered throughout the year with learning outcomes that are marketable and in-demand in the labor market locally, online and in Regional Center locations, helping learners to differentiate themselves in a competitive workforce.
  7. Expand and deepen services and opportunities for students to develop the skills, knowledge, and ability needed to succeed in the workplace.
    1. Strengthen professional support networks for diverse students by enhancing and deepening the partnership between the Student Professional Development Center (SPDC) and the Center for Race Ethnicity and Diversity Education (CREDE).
    2. In partnership with the faculty and administrative leadership, identify and develop new opportunities for engagement and student professional development within the academic programs of Elon College, the College of Arts and Sciences.
    3. Provide greater opportunities for undergraduate nursing and graduate students, including the expansion of the Health Sciences focused career event hosted at the Francis Center.

Rise: Positioning the university for the future

  1. To enhance Elon University’s reputation as the leader in engaged and experiential learning, and to expand awareness of Elon in new and existing markets, complete the Elon brand review process and identify and execute opportunities to leverage the brand, including a comprehensive marketing, public relations and advertising campaign.
  2. Increase applications to 20,000 and enroll 1,700 first-year students in spring 2024. Students will reflect Elon values, especially academic ability, diversity, and a well-rounded high school experience appropriate for Elon’s style of engaged learning.
  3. Evaluate the university’s recruitment and candidate selection processes to ensure compliance with the Supreme Court decision on use of race in admissions and continue to advance Boldly Elon goals for creation of a more diverse, equitable and inclusive community.
  4. In recognition of the positive retention, graduation, and sense of purpose created by participation in an Elon Fellows program, increase the number of students enrolled in and provide personnel support for Fellows cohorts in alignment with university goals.
  5. Promote, recruit, and enroll 200 new graduate students in the 2023-2024 enrollment cycle.
  6. Develop Elon’s digital identity and access management policy, including IT access controls to support implementation of a modern Identity and Access Management system.
  7. Recognizing the importance of an advanced and integrated data infrastructure, assess the needs, evaluate solutions and define the timeline for implementation of a central information system software (ERP) to support efficiencies in business operations and information access campus wide.
  8. Continue to advance the strategic plan for The Inn at Elon, including fulfillment of the vision for a “Stay with Purpose.”
  9. Make significant progress towards meeting Elon’s objective to establish a carbon neutral university by 2037.
    1. Explore and engage in a Virtual Purchase Power Agreement (VPPA) in a consortium with nine other institutions of higher education.
    2. Initiate the development of a new 10-year Sustainability Master Plan for the years 2025-2035.
  10. Launch new initiatives for student success and retention, including retention data analysis strategies, the development of a student success coaching program to augment academic support, strengthening of retention-focused communication and information-sharing between key units in Academic Affairs and Student Life, student sense of belonging, and a connection of retention efforts with significant university initiatives around mentoring, first-year student programs, and curricular design.
  11. In support of Boldly Elon initiatives, increase overall philanthropic support by 20% across annual giving, endowment, and capital giving priorities, and advance Elon’s position as a top-20 performer among national universities in alumni annual participation.
  12. Complete the planning phases for four campus construction projects.
    1. Renovation of the Koury Center following construction of new HealthEU building.
    2. Relocation of existing and construction of new campus residential facilities.
    3. Center for Catholic Life.
    4. Student and administrative spaces for Phoenix Golf and Worsley Golf Training Center.
  13. Complete the design phases for seven campus construction projects.
    1. HealthEU building within the Innovation Quad combining campus recreation and wellness, counseling services, academic programs and other services under one roof.
    2. McMichael Science Center phase 3.
    3. Health Sciences Expansion phase 4.
    4. Hook, Brannock and Barney renovation phase 3.
    5. Movement of Med Deli from Park Place into space in Downtown Elon vacated by Acorn Coffee Shop.
    6. Six sustainable houses located at Loy Farm.
    7. Childcare Center for infants, toddlers, and “twos.”
  14. Complete 11 campus construction projects.
    1. Move of Acorn Coffee Shop into Koenigsberger Learning Center.
    2. Hook, Brannock and Barney renovation phase 2.
    3. McMichael Science Center phase 2.
    4. East Neighborhood Commons (occupation by fall 2024).
    5. New gateway at intersection of University Drive and O’Kelly Avenue.
    6. Health Sciences Expansion phase 3.
    7. Furniture upgrades across campus including office, classroom and social spaces.
    8. Conversion of Boney Fountain to Boney Plaza.
    9. Outdoor recreation and sidewalks on the west side of the Francis Center.
    10. Outdoor covered pavilion in the backyard of the Hillel House.
    11. Challenge Course at the Phoenix Recreation Athletic Center (PARC).