An unprecedented university commitment to diversity and global engagement

  1. Assure that 100 percent of Elon students have access to a global experience either domestically or abroad by strengthening collaboration between the Global Education Center and campus partners including academic departments, Athletics, CREDE, Office of Sorority and Fraternity Life, and the Center for Access & Success.
  2. Implement recommendations and strategies to make Elon a more welcoming and inclusive community.
    1. Develop an implementation plan based on recommendations of the Presidential Task Force on Black Student, Faculty, and Staff Experiences.
    2. Implement year-two recommendations of the LGBTQIA task force.
    3. Identify priorities and implement programs for Asian/Asian American, American-Indian, Hispanic/Latino, and multiracial students and colleagues.
    4. Develop a mentoring program for first-generation and/or high-financial-need students who are not part of a cohort.
  3. Support the implementation of the multifaith strategic plan, including continued development of the Center for the Study of Religion, Culture, and Society.
  4. Develop and implement programs that enhance student, faculty and staff intercultural competence.
  5. Begin implementation of the recommendations from the Task Force on Community Responsibilities and Standards for Reporting, Preventing, and Responding to Sexual Assault, including hiring a compliance and oversight officer to serve as a Title IX Coordinator, developing an oversight committee, and providing training that meets the requirements of Title IX, Clery Act, and Campus SaVe Act.

Supporting a world class faculty and staff

  1. Search for and hire academic deans for Elon College, the College of Arts and Sciences, and the School of Education.
  2. Complete the search process for the Executive Director of Human Resources.

Attaining the highest levels of achievement across our academic programs

  1. Complete the development of a comprehensive three- to five-year plan and budget to enhance the depth and breadth of intellectual life at Elon, and begin implementation of the plan.
  2. Identify and implement enhancements to the Elon 101 program.
    1. Review current advising process and implement procedures to enhance first-year advising and students’ academic development.
    2. Offer professional development opportunities for instructors and TAs.
    3. Develop ways to engage campus constituencies in Elon 101 curriculum and program development.
  3. Implement year three of the Writing Excellence Initiative.
    1. Complete first phases of the plan with all academic departments, the Elon Core Curriculum, Student Life, and other actors in planning enhancements of writing instruction
    2. Expand resources to support faculty and students
    3. Complete mid-plan assessment of progress.
  4. Complete and begin implementation of a plan to enhance second-language proficiency, including enhancements to current curricular and co-curricular programs, increased integration with global engagement experiences, and new initiatives.
  5. Continue development of the School of Law.
    1. Implement the strategic plan, including the new curriculum and calendar.
    2. Continue to implement and refine new Elon Law admissions messaging to better position the law school in a competitive environment and communicate changes in the school’s curriculum.
    3. Create a redesigned Elon Law viewbook and other recruitment materials and highlight the first year of the school’s revised curriculum through publications, opinion pieces, social media, and media outreach.
  6. Enroll 1,525 first-year students in fall and 40 in spring reflecting Elon values, especially academic ability, diversity, and a well-rounded high school experience that fits Elon’s style of engaged learning. The majority of these students will fall within a total SAT range of 1700-1900 with an average SAT of 1800 or ACT of 27.
  7. Enroll 115 new transfer students.
    • 75 for Fall 2015
    • 40 for Spring 2016
  8. Enroll new students in each graduate program to meet the following goals:
    • P.A.: Enroll 36 students January 2016 and 2017
    • D.P.T.: Enroll 44 students January 2016 and 2017
    • M.Ed.: Enroll 21 students Summer 2016
    • M.A. iMedia: Enroll 36 students Summer 2015 and 2016
    • M.B.A.: Enroll 55 students in AY 2015-2016
    • M.S.M.: Enroll 12 students Fall 2015, and 17 students Fall 2016
  9. Create and implement the first year of a plan to increase Pell-eligible student enrollment to 11 percent by 2020-2021.
  10. Complete a comprehensive institutional marketing study and implement new messaging and visual identity strategies throughout all university communications.

Launching strategic and innovative pathways in undergraduate and graduate education

  1. Develop initiatives to support the Franklin Project’s goal of creating one million post-graduate paid National Service Year experiences.
    1. Host Ret. General Stanley McChrystal with higher education, business, foundation, and political leaders at the NC Campus Compact President’s Forum.
    2. Working with the Alamance Regional Medical Center, implement the Elon-Alamance Health Partners program with four May 2015 Elon graduates engaging in a year of service with local health organizations (Healthy Alamance, Impact Alamance, Alamance County Health Department, and Alamance Regional Medical Center).
    3. Through a grant from the Kenan Foundation, provide four 2015-2016 seniors a mentored experience on campus to learn broadly about early childhood education in Alamance County and prepare them for a post-graduation year of service work experience helping local schools prepare children to be ready for school.
  2. Appoint a presidential task force on campus social climate and out-of-class engagement to examine the student experience at Elon and recommend procedures that enable all students to connect in engaging and meaningful ways to the university’s academic, intellectual, and social opportunities.
  3. Finalize and implement an overall strategic plan for residential campus initiatives, integrating existing and new initiatives.
    1. Hire a Director for Academic Initiatives for the Residential Campus to provide focused academic leadership for the residential campus plan.
    2. Implement and evaluate the experimental pilot for academic residential learning communities for first-year students that link Core Foundations courses and Elon 101 for small cohorts of students living in close proximity in the same neighborhood.
    3. Complete a housing master plan and budget projection that addresses: additional first- and second-year student housing needs; renovation of existing residential facilities and neighborhoods, including furnishings, gathering spaces, and faculty-in-residence apartments; and the feasibility of a third-year housing requirement.
    4. Begin implementation of the Peer Mentoring Committee report and recommendations, including developing staff and peer mentor training, proposing a peer mentoring course, piloting a First Year Peer Mentor role, and adjusting student leaders’ compensation.
    5. Assess the effectiveness of enhanced first-year experiences in the Global, Colonnades, Danieley, and Historic neighborhoods.

Stewarding Elon’s commitment to remain a best-value university

  1. In conjunction with consulting firm Marts and Lundy and the Campaign Planning Committee, complete the planning phase and launch the silent phase of Elon’s comprehensive campaign after developing a strong case for support, developing and executing a comprehensive feasibility study, implementing recommendations for staffing and operational improvements, and securing at least five lead commitments.
  2. Meet the following fund raising targets:
    1. Raise $2.1 million in Elon’s Greatest Needs
    2. Raise $2.5 million in designated annual giving
    3. Achieve 1,200 members of the Elon Society.
  3. Meet the following objectives at the Elon School of Law:
    1. Develop and begin executing a strategic fundraising plan that encompasses board development and expanded engagement of alumni, parents and friends.
    2. Develop a council of corporate and legal leaders in Greensboro.
    3. Raise $550,000 toward annual scholarships and designated priorities for the Elon School of Law.

Developing innovative alumni programs to advance and support the Elon graduate

  1. Execute the fifth year of the Building a Vibrant Alumni Network Plan by conducting a comprehensive review of all alumni engagement efforts, increasing alumni event participation by 5 percent, expanding academic partnerships, growing the Elon Career Mentor network, and creating a new series of alumni communications from the Director of Alumni Engagement.
  2. Build on the success of #ElonDay with a new theme that engages a large number of constituents and builds pride for the university.

Establishing a national tournament tradition of athletics success along with the highest academic standards for Phoenix athletics

  1. Establish an athletics committee to examine and make recommendations on further enhancing the inclusive environment for student-athletes, coaches, and staff.
  2. Meet the following targets in Athletics:
    1. Increase Phoenix Club annual giving to $1.3 million and achieve 2,250 donors.
    2. In conjunction with the Office of Alumni Engagement and Parent Engagement, plan and implement a second year of CAA transition events surrounding football, men’s basketball and women’s basketball.

Significantly enhance Elon’s campus with premier new academic and residential facilities and a commitment to protecting our environment

  1. Finalize short- and long-term facility plans for addressing needs and supporting excellence in the natural sciences.
  2. Complete the first year of the technology plan.
    1. Build the Maker Hub (maker space) facility and program.
    2. Provide a catalog of information regarding the educational spaces available for use for teaching and learning for faculty, staff, and students.
    3. Assist development of standards and an assessment model for online courses.
    4. Develop alternatives for studio space(s) to meet faculty and staff video needs for flipped, hybrid, and online instruction.
    5. Implement the Technology Champions program to provide core competency training for departmental liaison regarding university information systems.
    6. Establish a data governance task force to assist the CIO in establishing data standards, priorities, security metrics, and consistency across numerous information systems.
    7. Improve access to information systems using single-sign-on technology for students, faculty, and staff.
    8. Hire and fully integrate the Information Security Director across IT and appropriate campus units.
  3. Develop a strategic plan for the university bookstore of the future, including creation of a brand of shopelonphoenix.com.
  4. Complete Botanical Gardens Phase III by inventorying the next 1,000 trees on campus, creating two new mini-gardens and additional plant collections, and expanding plant diversity.
  5. Complete design for following projects:
    1. McEwen JMC
    2. McEwen Dining Hall and associated venues
    3. Sloan Hall renovation
    4. School of Business expansion
    5. Danieley breezeway in-fills for L, M, and N.
  6. Complete construction for following projects:
    1. Music Production and Recording Arts
    2. Carlton renovation
    3. Powell renovation
    4. Moseley renovation
    5. Center for the Arts renovation
    6. South Campus Gym renovation
    7. Maker Hub (maker space)
    8. Danieley breezeway in-fills for G, H, and I
    9. Danieley recreation building
    10. Daniel Commons addition including opening Einstein Bros. Bagels
    11. Start construction on new School of Communications expansion
    12. Powell Tennis Center resurfacing.
  7. Conduct fiscal year 2015 GHG (Green House Gas) inventory.
  8. Examine pedestrian safety and develop plan to enhance signage and lighting, student education, and guardhouse staffing.