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

Artificial Intelligence

  1. Advance innovation using Artificial Intelligence by supporting the new Director of AI Integration in exploring teaching implications, strategies, needed infrastructure, processes, and ethical use of AI for all learners. (Kohn, Akben)

Mentoring

  1. Enhance Elon University’s position as a national leader in mentoring. (Dooley, Kohn)

Building on the work of the Mentoring Design Team, develop an implementation plan drawing upon and operationalizing findings from the initial seven pilot programs, including a sustainable structure and staffing model for ongoing work.

Academic Programs

  1. Grow and enhance mission-centered undergraduate and graduate programs in response to student interest,   societal needs, and market place opportunities.
    1. Launch Elon Flex Law in Charlotte for the Fall 2024 semester with an inaugural class of 35 students. (Kramer)
    2. Attain approval for at least two additional academic programs located in the National Campus. (Deans)
    3. Expand opportunities in Computer Science undergraduate programs, including desiginging a Cybersecurity major and expanding the Game Design minor and the Esports program. (Kohn)
    4. Design and implement an enrollment strategy in the School of Communications. (Gaither)
    5. Design and submit a proposal for Neuroscience major. (Kelly)
    6. Create a plan and timeline for establishing a School of Engineering. (Kohn)
    7. Complete restructure of iMedia and determine feasibility. (Gaither)
    8. Establish pathways for undergraduates into graduate programs. (Husser)
    9. Support the success of Fellows programs across Schools and the College (Husser, Deans)

Elon Core

  1. Continue to advance the Elon Core Curriculum through:
    1. Assessment of the Elon Core Curriculum (Platania, Buckmaster, Moore)
      1. Create a timeline for completion of assessment of all learning goals that aligns with our accreditation schedule.
      2. Develop a team supporting the Assistant Director of Assessment in the Core Curriculum dedicated to pursuing assessment of the Core Curriculum
      3. Complete mapping student learning outcomes/goals within the arts and sciences
      4. Create rubrics and complete assessment of two learning goals in 2024-25.
    2. Extend capacity and deepen learning in the Elon Experiences, in collaboration with Student Life. (Platania, Dooley)

QEP, Data Nexus

  1. Implement and assess year two of the QEP (Little, Arangala)
    1. Engage with campus stakeholders to explore ways to accomplish the Tech Proficiency goal.
    2. Work on Year 2 implementation and assessment for QEP Goals 1.2 and 2, including:
      1. Analyzing  Spring 2024 assessment data of student foundational statistical proficiencies and making recommendations based on the findings to be implemented in 2025-2026; and
      2. Creating a cohesive assessment plan for Advanced Data Competence

Thrive: An Inclusive and Healthy Community for Success

HealthEU (Collaboration with Student Life)

  1. Advance HealthEU initiatives through: (Dooley, Kohn, Räisänen)
    1. Onboard and support for the new director of HealthEU
    2. Engage the HealthEU Council in leading and advancing collaborative efforts that integrate and build upon the six dimensions of well-being.
    3. Collaborate with Cone Health and other healthcare providers to establish clinical rotations supporting students in the School of Health Sciences.

Election 2024

  1. Develop and implement university programming for the 2024 election cycle, including classroom conversations and campus events, voter registration, education on political engagement and active citizenship, coordination of an early voting site for Alamance County, and community support and learning after the election. (Clark, Dooley)

Graduate Student Experience (Collaboration with Student Life)

  1. Explore needs for support in the graduate student experience and plan necessary services, coordinating support from a variety of university departments. (Kohn, Dooley, Husser)

Student Retention

  1. Continue advancement of retention and student success initiatives through multiple coordinated initiatives designed to increase first year retention from 90% to 91%. (Plantania, Clark, Tongsri, Dooley)
    1. Identify and implement faculty development opportunities supporting retention through  teaching practices.
    2. Expand the current Elon 1010 success coaching pilot for undeclared majors to include other evidence-based factors associated with retention.
    3. Pilot and implement the use of a student success dashboard through Slate.
    4. Implement the persistence and graduation modeling project begun in 2023-24, including a sustainable data structure monitoring
    5. Implement the inaugural  First Year Check-In as a retention and student success strategy  designed to access and provide direct support for students in their 5th week of transition at Elon.
    6. Gather and share quantitative and qualitative data related to student success in collaboration and Academic Affairs, Student Life, and Admissions.
    7. Based on disaggregated retention and persistence data, develop and implement pilot programs supporting student populations shown to need support moving from their first year to graduation.

Faculty/Staff Retention and Inclusive Excellence

  1. Pilot and assess data-informed initiatives supporting recruiting, hiring, and retention approaches enhancing the diversity of Elon’s faculty and staff, in collaboration with Human Resources and Inclusive Excellence: (Clark, Little, Riffle)
    1. Study best practices at peer undergraduate-focused institutions and create and implement targeted pilots for retention of groups of faculty and staff members based on disaggregated data.
    2. Develop support structures for group supporting success toward promotion and professional growth throughout the career life cycle.
    3. Roll out an equitable hiring manual in collaboration with deans and other leaders.
    4. Implement PageUp across the hiring, onboarding, and professional development modules.

Faculty Service (Collaboration with Academic Council)

  1. Develop a charge to explore how faculty members are contributing to service expectations across faculty ranks (20% of effort for Tenure and Continuing  track and 20% to 30% of effort for Teaching track). Create a committee pursuing the charge with a goal of providing a report in spring 2025 (Kohn, Trachman)

Connect: Lifelong Partnership Near and Far

  1. Support sustained work by the History and Memory initiative at Elon University and in Alamance County in support of the group’s charge and recommendations. (Clark)
    1. Renaissance Scholars
    2. Black Lumen/Wyatt Outlaw

Community Partners

  1. Continue to nurture relationships with community partners that will: (Buffington, Bullock, Lund)
    1. Expand access to careers for Elon students and alumni in Alamance County.
    2. Increase opportunities for clinical rotations in healthcare fields

Rise: Positioning the University for the Future

Accreditation

  1. Attain and foster excellence in accreditation of academic programs:
    1. School of Communications: Accrediting Council on Education in Journalism and Mass Communications (ACEJMC) (Gaither)
    2. Nursing Program: National League for Nursing Commission for Nursing Education Accreditation (NLN CNEA) (Lund)

Global Inclusive Excellence

  1. Invest in our position as the leader in study abroad among national universities: (Gozik, Deans)
    1. Develop and disseminate the phases of the global strategic plan and launch the first phase in collaboration with community stakeholders.
      1. Develop an implementation team to determine phases with time frames and disseminate them to the university.
      2. Develop GEC annual priorities in line with global strategic plan, beginning with retreats in June and August 2024.
    2. Develop programs and outreach opportunities for students who have been underrepresented in study away.
      1. Hold GEC DEI retreats in June and August 2024 focused on outreach for students. MHE apprentice assigned for outreach.
      2. Hold study abroad fair in September 2024, invite students from different identity groups, along with representatives of offices that have historically supported these groups.
      3. Revise and reboot WT program in Barbados to include an AER requirement, to launch in January 2025.
      4. Explore options for developing a new semester program in London with a focus on the “Black Atlantic”, with a report out due by mid-fall 2024.
    3. Expand the capacity for study away to make short-term options available for all students during their time at Elon.
      1. Revise processes within the GECC to expedite approval for new programs.
      2. Identify faculty members to WT courses that have already been approved and are not being taught.
      3. Divide sections into more than one to address waitlists as needed.
    4. Expand student participation in study away course-embedded travel.