Learn: Innovative Teaching and Learning in an Era of Opportunity

  1. Explore the development of programs that match Elon’s educational model and commitments.
    a.  Draft a white paper on the role and advancement of graduate programs at Elon over the next nine years of the Boldly Elon plan.
    b.  Explore and assess the feasibility of additional 3+1, 3+2.5 (JD), and 2+2 programs and identify where these efforts can be collaborative across schools and colleges.
    c.  Complete feasibility study for master’s-level health sciences/nursing program.
    d.  Further develop the Master of Health Informatics Program.
  2. Continue to advance the Elon Core Curriculum:
    a.  Develop a plan for student learning assessment in the Elon Core Curriculum using the new student learning outcomes to provide actionable information on educational quality and communicates to students the integrative nature of the curriculum.
    b.  Develop new approaches to First-Year Forums, the common reading, the ELR, and learning modules for the Core Curriculum that incorporate the learning goals for the AER.
  3. Plan programming that supports student and faculty engagement that will be housed in IQ-1 & IQ-2.
  4. Assess existing international partnerships and explore developing new partnerships that support the development of second language acquisition.
  5. Prepare to successfully attain university, school, and program accreditations.
    a.  Continue self-study for the Accreditation Board for Engineering and Technology (ABET).
    b.  Begin the self-study for the Commission on Sport Management Accreditation (COSMA).
    c.  Continue the self-study for the Council for the Accreditation of Educator Preparation (CAEP).
    d.  Complete and submit the SACSCOC Decennial Compliance Report, respond to the off-site reaffirmation review, and host a successful reaffirmation site visit.
    e.  Complete the QEP proposal on data competency and plan for implementation.

Thrive: An Inclusive and Healthy Community for Success

6.  Contribute to the Advancing Equity Requirement launch by developing and offering a series of professional development workshops on equity-centered practices.

a.  Enhance programs and action plans to support community development and a sense of belonging among historically excluded groups on campus.
b.  Develop an implementation plan based on recommendations of the Asian and Pacific Islander Task Force.

7.  Begin the implementation of the Multifaith Strategic Plan.

8.  Implement programs to support an integrated Teacher-Scholar-Mentor development model that works across the span of a faculty career and responds to the distinct challenges and opportunities of different career stages.

a.  Develop an overarching web-based resource to consolidate and share information and support for faculty growth and professional development as Teacher-Scholar-Mentors across career stages.
b.  Work with academic council to facilitate adoption of the high-quality teaching working group report, situating it in context of student perceptions of teaching.

9.  Implement recommendations from the Council on Wellness and Well-Being focusing on all stakeholders, students, staff, and faculty, including creating a list of activities that already exist at Elon.

10. 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.

11. Develop structures for faculty intercultural development connected to AER.

Connect: Lifelong Partnerships Near and Far

12. Assess campus efforts designed to promote civic engagement, political discourse, and active citizenship.

a.  Assess student skills and needs to develop approaches that support the goal, “every student to participate in community and civic engagement, gaining community engagement skills and an understanding of their civic responsibilities”.
b.  Design and implement ongoing programming that promotes civic engagement, political discourse, and active citizenship, and connects those constructs to daily life.

13. Explore and develop collaborative 2+2 programs.

a.  Bachelor of Science in Nursing with Alamance Community College (ACC).
b.  Teacher Education Pipeline Initiative with Alamance Burlington School System (ABSS).
c.  Identify and explore additional 2+2 pipeline opportunities with a STEM focus that can be developed collaboratively.

    RISE: Positioning the University for the Future

    14. Identify critical educational transitions in new undergraduate and graduate programs (e.g. orientation, field/clinical placements, graduation, etc.) and develop strategies to support students through those transitional stages.

    15. In conjunction with the School of Communications, Love School of Business, Office of Admissions, and University Communications, utilize market research to develop new and expanded marketing plan to bolster application pools to increase enrollment in graduate programs.

    16. Complete phase 1 of renovation plan for McMichael renovation to support STEM programs, and plan subsequent phases. (Smith)

    17. Continue phase 3 of Francis Center renovation to support nursing and other health sciences programs.

    18. Explore the feasibility of graduate education in regional learning centers.

    a.  Hybrid JD, Masters, and certificate programs in Law to be operated in Charlotte.
    b.  Physician Assistant Studies to be operated in Charlotte and Los Angeles.

    19. Continue the work of the Retention Working Group in order to meet the Boldly Elon goals of 93% first-year retention and increasing the four-year graduation rate to 85%.

    a.  Continue to build the predictive model with additional data from the incoming Fall 2022 cohort.
    b.  Explore the recommendation to expand the Office of Learning Assistance to include additional student support initiatives, along with additional complimentary recommendations being explored.
    c.  Explore and pilot options to embed Academic Advising in other spaces across campus (i.e. schools, residence halls, etc).

    20. Support searches for key academic affairs leadership positions.

    a.  Provost and VPAA
    b.  Dean of the School of Health Sciences
    c.  Dean of the School of Law
    d.  Dean of the School of Communications

    21. Support and assess current efforts to advance external grant seeking, and proposed next steps.