Dixie State University

Dixie 2025 Implementation Teams

 

Statement:

Expand and establish distinctive academic programs by integrating the dimensions of open education, inclusivity, active/applied learning, career-focused preparation and authentic learning, while sustaining the prominence of the liberal arts and sciences as the core of exceptional student learning and success.

 

Desired Outcomes

 

  • By 2025, the undergraduate curriculum will have the quality and rigor consistent with a comprehensive polytechnic university, including relevant and responsive award programs, active/applied learning in the majority of courses, integrated career readiness programs and experiences, and transformational authentic learning opportunities that lead to exceptional student learning and success.
  • By 2025, policies, practices, and systems will be implemented that establish a sustainable open and inclusive academic and student services ecosystem leading to exceptional student learning and success.
  • By 2025, financial and social capital barriers to participation in high impact practices will be removed so that 100% of undergraduate students complete at least two high-impact experiences, with one being selected from internship/student teaching/clinical, research/creative activity, service learning, or international exchange/study abroad. Opportunities will be established for students to showcase their accomplishments, build pride and foster self-confidence.
  • By 2025, sufficient opportunities and support for student and faculty scholarship will be provided so that 100% of tenure track faculty and 5% of undergraduate students are annually engaged in scholarship, innovation or creative activity.
  • By 2025, at least 5% of undergraduate students will annually participate in domestic cultural exchange, international exchange or international study abroad programs and at least 1% of full time faculty will annually participate in study abroad or other international exchange or partnership program.
  • By 2025, implement a reimagined and strengthened liberal arts and sciences program integrated with the major areas of study to support a contemporary general education learning experience, including the development of human-centric skills such as creativity, cooperation, communication, empathy, and global citizenship.
  • By 2025, new and strengthened connections will be established with local and regional communities as conduits of product, service and social innovation and entrepreneurship to support the polytechnic educational experience.
  • By 2025, new undergraduate academic programs will be implemented in aeronautics, real estate and construction, and hotel and hospitality management and each academic college will implement at least one new graduate program.
  • By 2025, the university will have a well-established system for providing both credit and non-credit digital badges and micro-credentials and awarding credit toward degree programs based on stacked credentials. At least 3 micro-credential programs created in partnership with and customized for local or regional businesses will be in operation.

 

Statement:

Increase university enrollment through strategic, innovative, and data-informed initiatives and marketing focused on affordable lifelong learning opportunities, with a special emphasis on student retention, academic success, and completion; identifying and removing (or lowering) critical economic, technological, geographical, and institutional barriers that obstruct access to formal and non-formal educational programs and content.

 

Desired Outcomes

 

  • By 2025, the number of matriculated adult students (aged 25 and over, or as defined in policy) will increase to 3,500.
  • By 2025, the percentage of eligible Concurrent Enrollment students who matriculate or officially defer their enrollment at DSU will increase to 55%.
  • By 2025, new annual new student enrollment, including students from diverse backgrounds, will increase to 5,000, and the overall fall semester headcount will increase to at least 16,000.
  • By 2025, the total enrollment at satellite learning centers will increase by 100% from fall 2020.
  • By 2025, increase student retention rates for targeted undergraduate levels to the average rate for open-admission four-year universities.
    • First-Time, Full-time New Freshmen to 66% (7% improvement)
    • First-time, Full-time Minority New Freshmen to 61% (7% improvement)
    • Part-time Undergraduate to 65% (5% improvement)
    • New Transfer to 72% (5% improvement)
    • Sophomore to 82% (5% improvement)
  • By 2025, increase the graduation rate to meet or exceed the national average of open-admissions four-year universities.
  • By 2025, the annual graduate student enrollment will increase to 150 or more.
  • By 2025, DSU will be the most affordable and financially accessible public university in Utah and the surrounding region.
  • By 225, international student enrollment will increase by 50% compared to fall 2020.
  • By 2025, international student enrollment will increase by 50% compared to fall 2020 enrollment.
  • By 2025, annual enrollment in non-credit bearing programs, including participants in Community
  • Education, Continuing Education, and the Institute for Continued Learning (ICL) will annually exceed 5,000 participants.
  • By 2025, enrollment or participation in pre-college programs will increase to 12,000.

Statement:

Establish a culture of evidence-based performance management to optimize financial, facility, human, and information technology capital to elevate capacity and effectiveness

Desired Outcomes

  • By 2022, the university will design, develop, and deploy an infrastructure that facilitates data-informed decision making.
  • By 2025, the university will use evidence-based data to enhance and align its financial resources and optimize fiscal practices and procedures.
  • By 2025, the university will increase the effectiveness of enrollment and academic planning while enhancing the student experience.
  • By 2025, the university will complete a plan to assess and maintain its infrastructure, with an emphasis on enhanced facilities to support active and applied learning.
  • By 2022, the university will develop a master plan for the Desert Color property consistent with campus vision, academic offerings, and enrollment projections.
  • By 2025, the university will standardize equipment and controls in all technology-enhanced classrooms and will develop a sustainable refresh/replacement cycle for faculty, staff, and classroom computing resources.

Statement:

Collaborate with the Southern Utah region to promote engagement, civic action, and communication on campus and in the community.

Desired Outcomes

  • By 2025, the university will achieve the Carnegie classification as an engaged university.
  • By 2025, the university will establish a sustained culture of civic action on campus.
  • By 2025, the Office of Community and Global Engagement will implement an effective internal and external communication plan to ensure regional awareness and support for DSU’s engagement and civic action efforts.
  • By 2025, every college will have a sufficient number of partnerships with local, regional, and international organizations to provide all students with a mutually beneficial authentic learning experience.

Statement:

Cultivate a healthy and thriving faculty and staff life to include an emphasis on improving work/life balance, ensuring comparable and transparent compensation, supporting ongoing faculty and staff professional development, growing a diverse and inclusive environment, and recruiting and retaining staff and faculty.

Desired Outcomes

  • By 2025, 50% of all full time faculty and staff will be utilizing the Human Performance Center recreation space for wellness at least four times a semester.
  • By 2025, DSU will increase the number of full-time faculty positions on campus, with the target of increasing the number of courses taught by full time faculty by five percentage points, reducing the part-time/full-time headcount to 1.5.
  • By 2025, DSU will have an established culture of wellness for faculty and staff through programs and activities that facilitate high performance and satisfaction in their duties and responsibilities. By 2025, we will have implemented three programs.
  • By 2022, all full time positions will be paid at least current CUPA market median for the Carnegie Baccalaureate benchmark group, providing benchmark descriptions for employees; by 2025, all full time positions will be paid at least 95% of current CUPA market median for Carnegie Master’s benchmark group, providing benchmark descriptions for employees.
  • By 2021, fund Policy 638’s part-time instructor ranks will increase $25 per rank/credit/year for three years.
  • By 2025, we will have increased part-time staff wages campus-wide in at least two cycles, totaling at least a 10% total increase in part-time wage budget.
  • By 2025, 50% of all faculty and staff will annually successfully complete professional learning programs offered on campus, in state, national, or international development workshops or conferences yearly, with a report-out at a department level.
  • By 2025, a campus culture of student mentorship opportunities (e.g. work, internship) to be established to gain professional experience, whether paid or unpaid.
  • By 2025, 50% of all faculty and staff will participate in at least two (2) equity and inclusion campus events per year, including underserved population events, e.g., ESL, ASL, veterans, and LGBTQ.
  • By 2025, faculty and staff demographics will better mirror student demographics in terms of diversity: 20% of all faculty and staff hires will be diverse, including racial, ethnic, veteran, LGBTQ, and individuals with varying abilities if identified, and maintain retention such that at least 15% of all faculty & staff will be diverse, including racial, ethnic, veteran, LGBTQ, and individuals with varying abilities if identified.
  • By 2025, 80% of new full-time faculty and staff will report a meaningful on-boarding and mentoring experience during their first year of employment.
  • By 2025, voluntary turnover will remain below 10% and 80% of those who voluntarily leave DSU will have reported a positive work experience.

Contact

Richard B. Williams

University President

Email: president@dixie.edu

Phone: 435-652-7502

Office: South Admin
Dixie State University
225 South University Avenue
St. George, UT 84770