Spring 2021, Fall 2021 and Spring 2022 Update

Strategy 1A: Require students in each degree program to complete program components in which critical thinking and reasoning skills, written and oral communication skills and characteristics of professionalism are taught and demonstrated so that students can synthesize and apply these skills to solve local and global problems.

Baseline: No current centralized tracking and reporting

Target: College/department-level program learning outcomes for students

Timeline: Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, College Deans, Department Chairs and Faculty)
 

Progress to Date: In the Davis College, this has been assured through the adoption of learning objectives that include inculcation of scales in analytics, innovation, communication. Learning assessment of these is insured via the Assurance of Learning process.
 

Progress to Date: The Libraries employ dozens of students and train and develop their ability to communicate, reason, and maintain a sense of professionalism during their shifts. Our student workers never stop developing skills that directly assist their journey to the professional realm.
 

Progress to Date: COMS: These skills are emphasized in each of the concentrations and minors in the School of Communication.
Completed.

Progress to Date: CRJU: CRJU495 covers critical thinking and reasoning skills, written and oral communication skills.  Department assessments measure written and oral communication.  One section of CRJU 495 creates policies on relevant CJ issues, but focuses mostly on US, state level, and local problems, not global.

Dr. Steve Owen taught the course, CRJU-490 (fall 2020 and 2021) and CRJU-590 (fall 2020) on “Communication and Police-Community Relations,” which used improvisational theater techniques coupled with readings about police-community issues to explore how effective oral communication can be applied to professional policing practices.
 

Progress to Date: ENGL: Adopted and implemented Writing Intensive criteria consistent with REAL curricular guidelines that emphasize the cited skills in Foundational Writing ENGL 111 & 112, ENGL 300, ENGL 306, ENGL 309, ENGL 420, ENGL 496
Completed.

Progress to Date: HIST: HIST 295 and HIST 495 include these components and products from those courses form the core of our assessment of the History Department’s SLOs.

These components are part of the Applied History minor and will be part of the assessment of minor SLOs
 

Progress to Date: PHRE: Now requires all majors to take PHIL 213: Critical Reasoning and Argumentation
 

Progress to Date: POSC: Beginning Fall 2021 Political Science Department sponsors Wicked Festival every semester that places students into working groups that formulate solutions to persistent “wicked” social problems and present them in a conference-like event.

Progress to Date: ART: Senior Seminar/Professional Practices/Capstone
Completed.

Progress to Date: Conceptual Studio Classes.
On Track.

Progress to Date: First-Year Experience (FYE)
On Track.

Progress to Date: DESIGN: Part of our programmatic SLO.
On Track.

Progress to Date: Internship evaluations.
On Track.

Progress to Date: In DSN 402 Global studio all design students use design thinking processes to tackle a global issue.
On Track.

Progress to Date: THEATRE: Students are placed in leadership roles in dept. production program.
On Track.

Progress to Date: Professsonalism built into THEA 260, 360, 476.
On Track.

Progress to Date: DANCE: New Student Seminar Course
On Track.

Progress to Date: Senior Seminar Course
On Track.

Progress to Date: Dance History Writing Intensive Course
On Track.

Progress to Date: MUSIC: The MUED program covers this.
Completed.

Progress to Date: Applied Music: Newly Revised Rubric for Applied study and Juries assessment.
Completed.

Progress to Date: Music Therapy
On Track.

Progress to Date: Completed two Waldron College Interprofessional Education & Practice Symposia (fall 2018 and spring 2019); critical thinking and reasoning skills; professionalism were addressed.  More than 400 students and 50 faculty participated across 3 colleges. 

Completed multiple interprofessional simulation activities across disciplines (including new programs beginning in OT and SOWK.  New programs are being created in COSD): critical thinking and reasoning skills; professionalism were addressed.

Strategy 1B: Provide educational opportunities for students that help them learn creative problem solving and reasoning skills through collaboration across degree programs, experiential/high-impact practice and interprofessional experiences.

Baseline: No current centralized tracking and reporting

Target: College/department-level program learning outcomes for students

Timeline: Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, College Deans, Department Chairs and Faculty)
 

Progress to Date: Davis College is one of the partners in the development of the multidisciplinary program of BS in Creative Media Studies.

Davis College modified its Entrepreneurship concentration in Fall 2020 to include courses from outside the business school. As of fall 2021, that concentration has 152 students.
 

Progress to Date: CITL Community of Practice on Handstedt’s Creating Wicked Students led to the 2021 “Wicked Fest” involving students from five courses (POSC, PHIL, PEAC, Appl Studies) doing interdisciplinary, problem-based learning (poster and verbal presentations)

Sustainability Across the Curriculum workshop
 

Progress to Date: The Libraries have relationships with departments throughout the University. Through formal in-class instruction and in-person and virtual reference consultations, we actively engage with faculty and students to develop student research, reasoning and problem-solving skills.

The availability of diverse learning resources and collaborative workspaces in the library fosters creative problem solving and development of reasoning skills in a degree-neutral, supportive, and welcoming environment.

As well as major-specific instruction, we engage across the curriculum through services such as the Honors Librarian Program, APA Workshops for students and faculty, and Graduate School workshops.
Completed.

Progress to Date: The School of Communication has a TV Studio, Podcast Studio, Smart Lab and the Emergency Management Lab shared with CRJU. Each of these spaces provides high impact practices for students.
 

Progress to Date: CRJU: Dr. Elis uses a modified version of Team Based Learning in her classes with team assignments in which students are expected to apply theory or research on diversity issues to real world circumstances (e.g. readings/videos, etc).

In Fall 2021, both sections of CRJU 320 partnered with BIOL and CHEM forensic classes for an investigation.  BIOL and CHEM students conducted lab analysis on evidence recovered by CRJU 320 students in a mock crime scene.  This was the first semester we tried it and their classes are only held in the fall.
 

Progress to Date: In Spring 2022, Dr. Bolin will be collaborating with Dr. Brummette in the SMART Lab to have students in her CRJU 283: Corrections course collect and analyze social media data on a correctional issue.
Completed.

Progress to Date: ENGL: Provides service writing courses ENGL 306, 312, and 313 for majors in other colleges

Created and offered Health Humanities minor
 

Progress to Date: FORL: Offering Spanish for Professionals course beginning 2022-23 AY

Chair continues to collaborate with ITEC faculty on writing intensive experiences for ITEC majors in a capstone course
 

Progress to Date: HIST: History department internship program is experiential. Applied History Minor is interdisciplinary.
 

Progress to Date: POSC: Beginning Fall 2021 Department sponsors Wicked Festival every semester.  Wicked Festival is a high-impact practice that places students into working groups that formulate solutions to persistent “wicked” social problems and present them in a conference-like event.
Completed.

Progress to Date: Geospatial Minor
Completed.

Progress to Date: Museum Studies Minor
On Track.

Progress to Date: Science-Art Minor
On Track.

Progress to Date: CVPA Minor
On Track.

Progress to Date: Creative Media Degree
On Track.

Progress to Date: Design: Required professional internship.
Completed.

Progress to Date: DANCE: Faculty Collaborations with other Departments
On Track.

Progress to Date: MUSIC: MUED Program through community outreach.
Completed.

Progress to Date: Completed two Waldron College Interprofessional Education & Practice Symposia (fall 2018 and spring 2019); critical thinking and reasoning skills; professionalism were addressed.  More than 400 students and 50 faculty participated across 3 colleges.

Completed multiple interprofessional simulation activities across disciplines (including new programs beginning in OT and SOWK.  New programs are being created in COSD): critical thinking and reasoning skills; professionalism were addressed.

Strategy 1C: To meet the needs of a diverse population of students, expand delivery modes and methods of instruction and develop a flexible academic calendar; e.g., face-to-face, online and hybrid models, competency-based education, augmented/virtual reality.

Baseline:

• 10% of courses online/hybrid,
  
• 2 competency -based and/or accelerated programs,
  
• 3,351 intersession students (2,537 summer students; 709 Wintermester students; and 105 Augustmester students)

Target:

• 20% of courses online/hybrid,
  
• 10 competency-based and/or accelerated programs,
  
• 4,356 intersession students (3,298 summer students; 921 Wintermester students; and 137 Augustmester students)

Timeline:

• Fall 2018 implementation with annual progress through 2023
• Fall 2017 implementation with annual progress through 2023
• Fall 2018 implementation with annual progress through 2023

Responsible Party:

• Provost and VPAA (Assistant Provosts, College Deans, Department Chairs and Faculty)
• Chief Innovation Officer/Executive Director of Innovation Learning Lab
• Provost and Vice President for Academic Affairs (Assistant Provosts, College Deans, Department Chairs and Faculty); Vice President for Enrollment Management (Registrar)

Progress to Date: Presently, 25% of all Davis College courses are offered online due to programmatic requirements. See below.

Online Degree Completion track was introduced in Spring 2020 to better serve the needs of working adults. To date, the program has enrolled 28 students.

Beginning Fall 20, the MBA program transitioned to Fast-Track modality (100% asynchronous online) to better serve the needs of working adults.

Beginning Fall 2019 (pre-COVID), the MBA program transition to an innovative HyFlex modality that allowed in-person and synchronous online students to simultaneously take the class and seamlessly interact with each other. This helped the MBA program grow from 30 students to 65 by Fall 21. Presently, due to resource constraints brought about by the initiation of the Fast Track MBA, this modality will be on pause after Spring 22.
 

Progress to Date: CITL regularly offers course development institutes to support faculty design learner-centered courses (flexible methods, delivery options, variable term lengths,  pacing, etc). Ex:  Backward Design Insitute and Rapid Online Course Kit

Resilient and Flexible Teaching course on D2l (RAFT); offered both as a course and as a catalog of resources

Developing and launching the 7-week fast-track programs in Nursing (RN/BSN and MSN) and MBA (general, analytics, and analytics certificate)
 

• Progress to Date:
  University Libraries have expanded online library instruction through the creation of LibGuides, videos, and D2L library workshop modules. The Libraries have also increased the number of hybrid presentations to classes.
• The Libraries provide access to thousands of electronic resources that support both online and in-person learning, including databases, e-journals, e-books, and streaming media. Resources target teaching and learning needs, including supporting diverse populations and viewpoints.
• Our Interlibrary Loan and Document Delivery services greatly enhance student access to an abundance of resources representing all voices.
• In March 2020, the Libraries moved swiftly to accommodate online education by setting up access to electronic content gifted by publishers during the start of the pandemic.
   

Progress to Date: COMS: Offers lecture, seminar and online asynchronous and synchronous classes in regular 14-week sessions or 7-week sessions to meet the needs of our diverse population of students.
Completed.

Progress to Date: CRJU: All classes were moved online due to COVID at graduate and undergraduate level in Spring 2020.  Since that time, CRJU has continued to offer a mix of online and hybrid classes in addition to face-to-face.

Dr. Green has used much more online content, including supplementary readings, podcasts, and videos for students to follow if they have more interest in some subjects.  He has also begun using more online assessments even for face-to-face classes. 

Progress to Date: ENGL: Offers 25% of courses fully online, up from less than 10% in 2019-2020 AY
Completed.

Progress to Date: History Department offers around eight intersession on-line courses per year.
 

Progress to Date: PHRE now offers a fully online minor: Religious/Cultural Literacy for Healthcare Professions
 

Progress to Date: Implementation of Fast Track (7 week) online master’s programs in Business Administration (MBA) and Nurse Administration

Online Offerings
On Track.

Progress to Date: Design Thinking program has been online since its inception.

DSN 645 students are collaborating with Apple Shop non-profit media arts organization in Whitesburg, KY.
On Track.

Progress to Date: THEATRE: Increased emphasis on diversity in play selection and casting

Increased awareness and training in intimacy techniques
On Track.

Progress to Date: DANCE: DNCE 111 Course
Completed.

Progress to Date: Faculty in several units are teach courses delivery via hybrid models to meet student needs.

Feedback was collected from all WCHHS faculty re: options for 7-week interprofessional seminar and hybrid courses in IPE.  The data is currently being analyzed.  Faculty from RU, VTC and RUC have met over the past year and now courses are ready to be delivered in the fall 2019 in online and hybrid formats.
On Track.

Strategy 2A: Promote lifelong learning and an appreciation of what it means to be a service provider and leader in tomorrow's world of health sciences, healthcare and human services through engagement by and student participation with faculty in original and innovative research, high quality mentorship by faculty, experiential learning opportunities that are diverse and inclusive, and support of faculty and student scholarship via interprofessional opportunities both on campus and in the community.

Baseline: New initiative

Target: 10% annual increase in the number of interprofessional and collaborative efforts

Timeline: Fall 2018 development and implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, Dean of the Waldron College of Health and Human Services and Waldron College Faculty and Staff)

Progress to Date: The Government & Nonprofit Assistance Center in the Davis College signed a new agreement with the Office of CFO, Washington DC, to provide continuing education to their employees. Since signing in Fall 21, approximately 300 employees have availed themselves of this opportunity.

Progress to Date: CITL Facilitation of Strategic Planning for the PHHL program

Progress to Date: The Libraries actively promote lifelong learning for students and faculty in health sciences, healthcare, and human services through instruction and training in developing information literacy and critical source evaluation.
 

Progress to Date: CRJU: Dr. Green supervised independent studies with two students to help them pursue their career aspirations.
 

Progress to Date: ENGL: Health Humanities minor
Completed.

Progress to Date: FORL recommitted to promoting and offering teacher licensure programming to students.
On Track.

Progress to Date: PHRE: Religious/Cultural Literacy for Healthcare Professions minor is targeted at students seeking to enter the care professions.
 

Progress to Date: DESIGN: Summer I offering-1st time being offered.  Titled Human Center Healthcare

Progress to Date: Completed two Waldron College Interprofessional Education & Practice Symposia (fall 2018 and spring 2019); critical thinking and reasoning skills; professionalism were addressed.  More than 400 students and 50 faculty participated across 3 colleges.

Completed multiple interprofessional simulation activities across disciplines (including new programs beginning in OT and SOWK.  New programs are being created in COSD): critical thinking and reasoning skills; professionalism were addressed.  The initial planning stages for a combined RU/RUC/VTC interprofessional simulation day at Carilion Clinic’s Simulation Center.

Strategy 2B: Create public and private partnerships in which faculty and students will engage in health sciences, healthcare and human services throughout the Roanoke and New River valleys and across the region.

Baseline: No current centralized tracking and reporting

Target: Minimum of 2 public and private partnerships per year with a cumulative minimum of 10

Timeline: Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, Dean of the Waldron College of Health and Human Services and Waldron College Faculty and Staff)
 

Progress to Date: CRJU: Dr. Green worked on in-class activities and a research project with a state law enforcement agency.  He anticipates this to continue.  Additionally, he is using the Roanoke Police Department as a case study in a book he is revising.
 

Progress to Date: ENGL: Health Humanities minor with internship opportunities
Completed.

Progress to Date: PSYC: Center for Assessment and Psychological Services (CAPS) provides services to the local community while mentoring students in the proper tasks and processes. Additionally, CAPS place students in many local mental health providing agencies to assist with services and gain professional knowledge under supervision.
 

Progress to Date:  RU-JCHS Merger July 2019.
Multiple planning meetings have and continue to take place between the IPE Working Group, which includes RU/RUC/VTC faculty and administrators.
Completed.

Strategy 2C: Implement cooperative agreements with entities such as other higher education institutions and healthcare agencies throughout the Roanoke and New River valleys and across the region to offer a wider range of bachelor’s, master’s and doctoral degree programs relating to the health sciences, healthcare and human services.

Baseline: No central tracking and reporting

Target: Minimum of 2 cooperative agreements per year with a cumulative minimum of 10

Timeline: Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, Dean of the Waldron College of Health and Human Services and Waldron College Faculty and Staff)
 

Progress to Date: Davis College has formally signed partnership agreements on its MBA program with: Appalachian College of Pharmacy (Pharm.D.-MBA), Appalachian School of Law (JD-MBA) and Paris School of Business (MBA-DBA).

Progress to Date: Hollins Univ – partnership agreements reserve up to 3 seats per Fall incoming class for each MSW, COED, & MOT programs

Working (in progress) on new partnership agreements with Emory and Henry College for E&H students to begin coursework toward Strategic Communications master’s degree. (revision of agreement from 2019)

Progress to Date:RU-JCHS Merger July 2019.
Multiple planning meetings have and continue to take place between the IPE Working Group, which includes RU/RUC/VTC
On Track.

Strategy 2D: Provide opportunities through which students in health sciences, healthcare, and human services programs will consistently engage in high-impact practices and interprofessional experiential opportunities.

Baseline: No current centralized tracking and reporting

Target: Minimum of 3 experiences per student

Timeline: Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, Dean of the Waldron College of Health and Human Services and Waldron College Faculty and Staff)
 

Progress to Date: ENGL: Health Humanities minor with internship opportunities
Completed.

Progress to Date: DESIGN: Design Thinking Special Topics Class - Human Center Healthcare
On Track.

Progress to Date: Completed two Waldron College Interprofessional Education & Practice Symposia (fall 2018 and spring 2019); critical thinking and reasoning skills; professionalism were addressed.  More than 400 students and 50 faculty participated across 3 colleges.

Completed multiple interprofessional simulation activities across disciplines (including new programs beginning in OT and SOWK.  New programs are being created in COSD): critical thinking and reasoning skills; professionalism were addressed.
On Track.

Strategy 3A: Promote an awareness and working knowledge of cybersecurity through engagement by and student participation with faculty in original and innovative research, including scholarship that addresses cyber safety in the workforce; high-quality mentorship by faculty; experiential learning opportunities that are diverse and inclusive; and support of faculty and student scholarship via collaborative opportunities both on campus and in the community.

Baseline: New initiative

Target: Established and fully coordinated effort

Timeline: Fall 2018 development and implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, Dean of the Artis College of Science and Technology and Artis College Faculty and Staff)
 

Progress to Date: ACSAT - written up as a cybersecurity research goal.  Most of our cybersecurity work is in preparing students and teachers to work (or teach).  An argument may be made that the Cyber degree itself meets this requirement and the work Joe, Prem and I have done on the CCI grant to develop the grad classes may be applied here.  In that case we have completed this one.  If those don’t count then we are off track with no real prospect to change that fact.
 

Progress to Date: The Libraries create and sponsor cyber security presentations. Library instruction includes and emphasizes how to critically evaluate online resources.  On Safer Internet Day (2/8/2022), RUC Library will deliver Cyber Security tips and branded camera covers.
 

Progress to Date: CRJU: Dr. Kyshawn Smith has taught a cybercrime & digital deviance course (CRJU 490 & CRJU 690) at both the undergraduate and graduate level.  He also is engaged in research on cybercrime.
 

Progress to Date:

• NSA Designation
• IMPACT CBE certificate launch
• IMPACT K-12 Teacher training credentials development
• Partnership with Civilian Cyber and CCI initiative in the Commonwealth.

Substrategy 3A1: Rearticulate targeted degree/certificate programs for a competency-based system that permits “competency mapping” to be used in assessing whether candidates meet criteria for courses and degree programs by:

Substrategy 3A1a: Designing a system of assessing experiences and life achievements that apply to respective course credit.

Progress to Date:

• Developed Data Science credentials in partnership with Chief Data Office for the Commonwealth of Virginia.
• Launched GIS CBE Certificate
• Created online micro-credentials in partnership with Intel

On Track.

Strategy 3A Substrategy 1: Rearticulate targeted degree/certificate programs for a competency-based system that permits “competency mapping” to be used in assessing whether candidates meet criteria for courses and degree programs by:

Substrategy 3A1b: Designing a competency-based structure based on identification of the highest-demand majors for target populations.

Progress to Date:

• Partnered with VisionPoint as agency of record and Academic Partnerships to develop comprehensive marketing strategy to support brand strategy for IMPACT and CBE programs.
• Integrating Burning Glass/Emsi capability to help identify, prioritize and develop high demand programs that will provide Radford competitive advantage and meet partner needs (March 2022)

Substrategy 3A2: Target and market CBE programs to nontraditional student populations who would best benefit from a competency-based option for pursuit and ultimate completion of a desired degree or certificate.

Progress to Date: On Track.

Strategy 3B: Create public and private partnerships in which faculty and students will engage in information and physical security arenas across the region.

Baseline: No current centralized tracking and reporting

Target: Minimum of 2 public and private partnerships per year with a cumulative minimum of 10

Timeline: Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, Dean of the Artis College of Science and Technology and Artis College Faculty and Staff)
 

Progress to Date: ACSAT - the MOU we signed with NCI
Off Track.

Progress to Date: Collaborations have been established between the Southwest Virginia Commonwealth Cyber Initiative (CCI) and the School of Computing and Information Sciences.  This has resulted in several external grants and research fellowships that support research, curriculum development, and economic development.
TBD

Substrategy 3B2:

• Currently have over 42 Strategic Partnership Agreements through the Vinod Chachra IMPACT Lab
• Other Existing agreements include Carilion, Intel and NCI

Progress to Date: On Track.

Strategy 3C: Implement cooperative agreements with community colleges and public schools to offer pathways for students to pursue information safety and security certificate and degree programs.

Baseline: No current centralized tracking and reporting

Target: Minimum of 2 cooperative agreements per year with a cumulative minimum of 10

Timeline: Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, Dean of the Artis College of Science and Technology and Artis College Faculty and Staff)
 

Progress to Date: There have been 29 pathway documents created for students from Virginia Community colleges transferring into the School of Computing and Information Science’s programs.  The documents have been distributed to the community colleges.

Strategy 3D: Provide opportunities through which students in information safety and security programs will be consistently engaged in high-impact practices and co-curricular experiential opportunities.

Baseline: No current centralized tracking and reporting

Target: Minimum of  3 experiences per student

Timeline: Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, Dean of the Artis College of Science and Technology and Artis College Faculty and Staff)
 

Progress to Date: In the BS in Cybersecurity students are required to be involved in at least 5 such opportunities (ITEC 411-ethics, 475-writing intensive, CRJU 412 co-curricular, ITEC 445, 455 skills intensive).

In the ISAS security concentration the students are required to participate in at least 3 such opportunities (ITEC 455, 455-skills intensive, CRJU 412 co-curricular as well as 6 business classes (co-curricular).

Strategy 4A: Define a new or existing position for advancing all research, scholarship and creative activities on campus; the position will serve on the Academic Affairs Leadership Team with the responsibility for advancing research on campus.

Baseline: New initiative

Target: New or existing position with expanded research, scholarship and creative activities on campus

Timeline: Spring 2018 development and  Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provost and College Deans)
 

Progress to Date: Dr. Mekolichick was appointed as Associated Provost of Research, Scholarship and Faculty Success and Strategic Initiatives.
Completed.

Progress to Date: The School of Communication with the help of the CHBS Dean created a directorship for the SMART Lab to have a dedicated person to oversee research and creative activities for the college and campus as a whole.
Completed.

Strategy 4B: Create public and private partnerships through which faculty and students will engage in research, scholarship and creative activities.

Baseline: New initiative

Target: Minimum of 5 public and private partnerships per year with a cumulative minimum of 20

Timeline: Spring 2018 development and  Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, College Deans, Department Chairs and Faculty)
 

Progress to Date: Partnerships created:  VT & the CCI initiative (SCIS),  VDOE/Chachra IMPACT Lab, SW Virginia (UVA, UVA-Wise) Consortium, SW VA Higher Ed Center (ROPES program with surrounding localities)
On Track.

Progress to Date: The recent MBA-DBA agreement with the Paris School of Business provides opportunities to Davis College faculty to teach doctoral courses and supervise doctoral dissertations. Thus far, 3 Davis College faculty have volunteered.
On Track.

Progress to Date: COMS: Courtney Bosworth is currently working with New River Conservancy District as client for one of his classes.  He will hopefully continue this partnership.

CRJU: Internships & Externships

HIST. Working with Christiansburg Institute, Wilderness Road Museum, Virginia Transportation Museum, and Glencoe Museum

PSYC: Opened the Work Place to facilitate client meetings for the I/O psychology faculty to conduct hands-on projects with students (and brought in a generous donation for this work to continue).
 

Progress to Date: ART: Corporate sponsorship
Off Track.

Progress to Date: THEATRE: Production outreach programs to local schools.

Porterfield Ensemble that takes productions out to public schools, parks, etc.

Woman and the Vote project with V-Tech faculty and City of Blacksburg

The Mary Draper Ingalls play partnership with the City of Radford
On Track.

Progress to Date: MUSIC: Research Rookies and SURF participation.
On Track.

Progress to Date: RU-JCHS Merger July 2019

Multiple planning meetings have and continue to take place between the IPE Working Group, which includes RU/RUC/VTC faculty and administrators.
On Track.

Progress to Date: Existing P3 partnerships

• Virginia Department of Education
• Intel
• 40 strategic partnerships (IMPACT)
• VT and CCI Initiative
• Chief Data Office for the Commonwealth of Virginia
• Paris School of Business/Davis College of Business
• NCI MOU
• Enterprise Solutions
• Truist Bank
  

Continuing to identify partners and evaluate impact for university.
On Track.

Strategy 4C: Create systematic rewards and incentives, such as recognition of independent studies and research credit hours in teaching assignments, for faculty to mentor students, produce scholarship and seek funding.

Baseline: New initiative

Target: Established and fully functional systematic rewards and incentives for faculty

Timeline: Spring 2018 development and  Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, College Deans, Department Chairs and Faculty)
 

Progress to Date: Despite fiscal restraints, Davis College has continued its support for its policy to award release times to faculty who maintain their academic qualifications through research.
 

Progress to Date: CRJU: Faculty who participate in set number of independent studies or other student research collaborations are able to earn a course release. 
 

Progress to Date: ENGL & FORL: Faculty earn credit toward course release time in a documented system through internal personnel committees
Completed.

Progress to Date: ART: NASAD Self Study
On Track.

Progress to Date:  Supported one faculty member in the School of Nursing who is serving as a Research Rookie Mentor.
On Track.

Progress to Date: Faculty are encouraged to apply for and request release time and/or additional funding to support grant-based funding opportunities

Strategy 4D: Increase scholarly participation and productivity by creating a robust summer research, scholarship and creative activities program.

Baseline: New initiative

Target: Established and fully functional robust summer research, scholarship and creative activities program

Timeline: Spring 2018 development and  Summer 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, College Deans, Department Chairs and Faculty)
 

Progress to Date: Faculty Development: Creation of the Faculty Summer Institute for Research and Creativity.
On Track in the third year.

Progress to Date: Elevate Research Course Design Institute held through May and June.
 

Progress to Date: SURF Awards per year: 18 (2018); 24 (2019); 21 (2020) 26 (2021)
 

Progress to Date: Since 2018, Davis College has annually awarded $25,000-$30,000 in Summer research grants to faculty. Between 4-8 faculty, mostly junior faculty, are given these awards each year.
 

Progress to Date: Psychology had 4 students selected for the Summer Undergraduate Research Fellows (SURF) Program.
 

Progress to Date: SURF Grants
On Track.

Progress to Date: Artist-in-Residence
On Track.

Progress to Date: Visiting Artist Series
Off Track.

Progress to Date: THEATRE: Summer stock production and intern programs
On Track.

Progress to Date: DANCE: Horth Scholarship, Summer Intensives
On Track.

Progress to Date: WCHHS - Faculty are supported by the Office of the Dean to apply for internal and external funding opportunities to engage in summer programs.

Former Associate Dean is continued toto work collaboratively with faculty in the CEHD and the Office of Advancement and faculty at Emory and Henry College to establish an RU summer high school pipeline program in the healthcare and human services fields. Funding would be provided for faculty, staff, and students to participate.  This projected ended in 2020 with the loss of our associate dean position.

Strategy 4E: Provide incentives and support for embedding research, scholarship and creative activities in required classes within majors and for all students, particularly those from underrepresented groups.

Baseline: New initiative

Target: Established and fully functional incentives and support system for students

Timeline: Spring 2018 development and Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, College Deans, Department Chairs and Faculty); Vice President for Student Affairs

Progress to Date: HHMI Inclusive Excellence in STEM Ed Grant (2017)
Off Track.

Progress to Date: CUR Transformations Grant (2017)
 

Progress to Date: The Elevate Research Program  through grant funding supported 10 faculty to embed research experiences into 12 classes in the Fall of 2021. Through this program an additional 388 students, including 34 % self-identified BIPOC students, were provided research experience.
 

Progress to Date: CITL embedding URSCI course design institute—mentioned above (2021)
 

Progress to Date: For 2021AY 2153 students were enrolled in 179 sections of courses designated as included URSCI.
 

Progress to Date: Davis College has continued to offer courses as a part of the Honors College, even though enrollments in these courses have been lower than the established College-wide benchmarks.
 

Progress to Date: CRJU: Dr. Elis has applied to participate in the Elevate program for next academic year.
 

Progress to Date: Faculty have been encouraged by the Office of the Dean to embed research, etc. in major classes.  Incentives continue to be discussed by WCHHS Leadership Team.

Every program in WCHHS required their students to participate in interprofessional programming, such the Interprofessional Education and Practice Symposium and the Interprofessional Symposium and Expo.
On Track.

Progress to Date: February 1, 2022 - Citizen Leader has 20 current participants and funds opportunities for research and creative activities.
Off Track.

Strategy 4F: Create systematic faculty development, such as learning communities, for mentoring research students, grant writing and publishing.

Baseline: New initiative

Target: Established and fully functional expanded faculty development program

Timeline: Spring 2018 development and Fall 2018 implementation with annual progress through 2023

Responsible Party: Provost and Vice President for Academic Affairs (Assistant Provosts, College Deans, Department Chairs and Faculty)

Progress to Date: Established partnerships with Hanover Research to provide grant-writing training and other support for externally funded grant opportunities
On Track.

Progress to Date: A faculty learning community was created in support of the Elevate Research Program in partnership with FD/CITL, OURS, and Career and Talent Development. 
 

Progress to Date: CITL invites faculty participation in a professional community of practice via multiple book-study groups addressing topics of productivity and collaboration.
 

Progress to Date: Faculty Development:  Creation of the Faculty Summer Institute for Research and Creativity.
 

Progress to Date: Davis College has continued to support the Entrepreneurship Learning Community, enrolling 8-20 students annually. Beginning Spring 22, the Venture Lab within Davis College will ensure greater participation by the students in the lab’s activities in entrepreneurship and innovation.
 

Progress to Date: POSC: Beginning Fall 2021 Department sponsors Wicked Festival every semester. Based on book “Creating Wicked Students” by Paul Hanstaedt, the Wicked Festival is a high-impact practice that places students into working groups that formulate solutions to persistent “wicked” social problems and present them in a conference-like event. 
 

Progress to Date: The Political Science Department hosts an annual Political Science Days event.  At the event, all faculty have one class with whom they work on a collaborative research project for presentation.
 

Progress to Date: WCHHS’s annual scholarship and service networking program, Let’s Get WIRED, was  offered in in the fall semesters to encourage and support collaboration among faculty and students in scholarship and creative activities.

Faculty liaisons in each unit were determined to established mentor program to encourage and support students’ submissions of proposals to this year’s annual Interprofessional Symposium & Expo.
Completed.