We will enhance access to experiential learning to include traditional and non-traditional student populations.
Objective 2.1: Enhance and expand residential student experiential learning
We will integrate experiential learning across all aspects of the full-time, residential student experience. This will include applications in areas of curriculum development, co-curricular programming and the broader residential student environments.
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Objective 2.1 Strategies, Measures and Targets
| Strategy/outcome | Core Value | Measure | Baseline (2024-25) | Targets | ||
|---|---|---|---|---|---|---|
| 2026 | 2028 | 2030 | ||||
| Increased community engagement | Community | ENGAGE. Student engagement Score | TBD | TBD | TBD | TBD |
| Number of events each semester related to topics of critical importance (i.e. DEI-B, Civic Engagement, Leadership.) | 0 | 1 | 3 | 4 | ||
| Development and integration of a residential student program that integrates themes of DEi-B. | Baseline- program integration | 6/semester | NA | NA | ||
| Enhanced cross-divisional and co-curricular pathways | Student Centered | Number of pathways implemented within the ENGAGE platform. | No pathways | First year and Sophomore pathway developed |
Junior and senior pathway developed
|
NA |
| Expanded catalog of micro-credentials and stackable credentials. | Student Centered | Number of micro-credentials and stackable certificates. | 2 | 6 | 11 | 15 |
| Development of an ELITE Badge (Leadership) | No ELITE Badge | NA | NA | Elite Badge and ENGAGE pathway developed | ||
| Bachelor degree program development | Sustainability | Percent mix of active bachelor degrees | 43% | 48% | 55% | 60% |
| Recognized College for community service | Community | Percentage of students engaged in volunteer efforts as reported in ENGAGE and via other reporting mechanisms. | TBD | TBD | TBD | TBD |
Objective 2.2: Enhance and expand the non-traditional student college enterprise.
We will develop programming and services that align our experiential education mission with growing non-traditional student demand.
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Objective 2.2 Strategies, Measures and Targets
| Strategy/outcome | Core Value | Measure | Baseline (2022-23) | Targets | ||
|---|---|---|---|---|---|---|
| 2026 | 2028 | 2030 | ||||
| Expanded online learning infrastructure | Sustainability | Percentage of courses using OERs as instruments of teaching. | Additional 5% of courses | Additional 7% of courses | Additional 7% of courses | |
| Volume of online tutoring users. |
Night Owl is currently available but underused.
|
Increase use of online tutoring by 5% | ||||
| Implementation of same-day tutoring on-demand tutoring. | No same-day tutoring scheduling available | Same-date tutoring schedule available | NA | NA | ||
| Expanded stackable credential pathways | Student Centered | |||||
| Expanded low residency credit bearing programs | Applied Learning | Development of a low-residency student infrastructure. | Complete a needs and gap analysis. | Identify and secure funding to make restorations. | NA | NA |
| Number of low-residency hybrid programs. | 0 | 1 new program | Total of 2 programs | Total of 3 programs | ||
| Graduate degree program development | Sustainability | Number of active graduate degrees | 1 | 2 | 4 | 5 |
| Expanded non-credit bearing workforce development programs. | Applied Learning | Number of non-credit workforce development courses. | 4% increase | 8% increase | 10% increase | |
| Number of active noncredit workforce development programs. | Inventory needs and gaps. | 5 total programs | Develop 3 new programs | Develop 3 new programs | ||
| Developed “credit for prior learning” policy and practice | Student-Centered | Development of “credit for prior learning” policy. | NA | Completion | NA | NA |
| Development of “credit for prior learning” assessment and procedure. | NA | Completion | NA | NA | ||
| Developed non-traditional brand segment and aligning marketing/recruitment infrastructure. | Applied Learning | Development of strategic enrollment and marketing plan that addresses non-traditional enrollment growth. | No plan | Completion of plan. | Evaluation of progress toward meeting enrollment goals. | |
Objective 2.3: Enhance teaching and learning through innovation and scholarship.
We will create, advance and share knowledge in a way that enhances learning and cultivates new and innovative perspectives.
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Objective 2.3 Strategies, Measures and Targets
| Strategy/outcome | Core Value | Measure | Baseline (2022-23) | Targets | ||
|---|---|---|---|---|---|---|
| 2026 | 2028 | 2030 | ||||
| Developed and updated policies and practices conducive to innovation and scholarship. | Hands-On Learning | Date of submission - Feasibility committee recommendations | NA | Completion | NA | NA |
| Established Morrisville’s first research institute. | Sustainability | Date of activation – Sustainable Rural Communities Institute. | NA | NA | Completion | NA |
| Modernized information systems. | Student-Centered | |||||
| Enhanced Morrisville’s college planning and assessment practices | Sustainability | Develop and implement Morrisville’s Institutional Assessment Plan | NA | Completion | NA | NA |
| Develop Morrisville’s Academic Plan | NA | Completion | NA | NA | ||
| Develop Morrisville’s Strategic Enrollment Plan | NA | Completion | NA | NA | ||
| Integrate institutional planning and assessment framework using Weave Education Assessment Interface | NA | Completion | NA | NA | ||
| SCOA Institutional Effectiveness Rubric levels of proficiency for aspects of design, Implementation, and Impact. |
Design: Level 0 Imple.: Level 0 Impact: Level 0 |
Design: Level 2 Imple.: Level 1 Impact: Level 1 |
Design: Level 3 Imple.: Level 2 Impact: Level 2 |
Design: Level 3 Imple.: Level 3 Impact: Level 3 |
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| Recognized College for innovative teaching | Hands-On Learning | |||||