UA-PTC underwent a college-wide restructure as part of
Priority 3—Create Systems of Organizational
Effectiveness per the recommendations made of a college-wide task
force (fall 2017). Many of the recommendations made by the task force were
implemented in late spring 2018. The breadth of the work completed by this
group can be found here:
Overhauled the Academic Catalog to serve as an organized and
user-friendly resource to students, faculty, and staff.
Implemented case management model for student academic advising, as well
as faculty advising. Priority 1—Cultivate Student Success
Developed a faculty and staff driven Shared
Governance structure (spring 2018). Priority 2—Ensure Faculty and Staff
Excellence and Priority 3—Create Systems of Organizational Effectiveness
The Institutional Effectiveness Office established a master operational
meeting calendar to drive transparency and accountability. Guidelines for
scheduling team meetings were also developed (summer 2018). The calendar is
located on the College’s website here:
https://www.uaptc.edu/governance/calendar. Priority 3—Create Systems of
Initiated implementation of new planning and assessment platform for the
centralized collection of outcomes assessment, planning, and program review
information across the College (fall 2017-spring 2018).
Systems of Organizational Effectiveness
Developed the College’s first Academic
Master Plan (spring 2018). Aligned with all Strategic Priorities.
Year Two (2018-2019):
Opened the Welcome Center (fall 2018). Additionally a Welcome Center
website has been developed which also houses the Welcome Center policy and
procedure manual that was developed to document key processes and provide
useful information to the staff and stakeholders of
UA-PTC’s Welcome Center.
Implemented Early Alert System as part of the College’s student
retention efforts (fall 2018). Priority 1—Cultivate Student Success
The new UA-PTC Student Handbook was developed to be a clear and easily
accessible resource for students. The handbook contains a collection of
relevant topics, policies, and procedures that guide student success and
define expectations for students at UA-PTC. The handbook is designed to
serve as both a stand-alone document and an extension of the existing
Academic Catalog. The handbook is updated by the Dean of Student Affairs on
the same schedule as the Academic Catalog cycle. Priority 1—Cultivate
100% of program level assessment plans were entered into Nuventive (fall
2018). Priority 1—Cultivate Student Success
Established Co-curricular Learning Outcomes (fall 2018).
1—Cultivate Student Success
General Education Committee recommended General Education Program
requirements to assist the College with reviewing the General Education
Program, which were approved by the Student & Academic Affairs Council (fall
2018). Priority 1—Cultivate Student Success
Established a Student Success Task Force, which made recommendations to
unify institutional resources and shape campus culture to prioritize the
support of students transitioning to college (spring 2019). A summary report
of the recommendations can be found here:
www.uaptc.edu/priority-one-student-success. Priority 1—Cultivate Student
The Provost’s Office led focused discussions on course success and
retention rates with each School’s Dean and program/departmental leadership.
Specifically, courses with a 3-year success rate of ≤ 70% for traditional,
or ≤ 69% for online modalities were reviewed to determine what support
strategies could be put in place for students and/or faculty (Spring 2019).
Priority 1—Cultivate Student Success and
Priority 2—Ensure Faculty and Staff
Adopted the Academic Calendar Formula developed by the Institutional
Effectiveness Office, which was used to establish a 5-Year Academic
Calendar. Both the formula and calendar were approved through the new system
of shared governance (fall 2018). Priority 1—Cultivate Student Success and
Priority 3—Create Systems of Organizational Effectiveness
Conducted a comprehensive review of the Human Resources Department as
recommended by both Faculty and Staff Senates (fall 2018-spring 2019).
Priority 2—Ensure Faculty and Staff Excellence and
Priority 3—Create Systems
of Organizational Effectiveness
The Valuing Stakeholders Council established new criteria for a Faculty
and Staff Recognition and Awards Program (spring 2019).
Faculty and Staff Excellence
Successfully provided a one-time bonus to all full-time faculty and
staff through strategic budgeting and resource allocation (spring 2019).
Priority 2—Ensure Faculty and Staff Excellence
Implemented improvements to the planning and budgeting process for
better alignment and transparency (fall 2018 and spring 2019).
3—Create Systems of Organizational Effectiveness
Developed new instructional and unit program review cycles, calendars,
and processes (summer 2019). Priority 3—Create Systems of Organizational
Continued rebranding efforts and acquired new signage (summer 2019).
Priority 4—Tell Our Story
Prior to the Fall 2018 semester Admissions rebranded the main “Open
House” recruitment event as “Preview Day” and started providing bus
transportation to bring students to the main campus which resulted in about
400 students attending. Preview Day programming events were further revamped
and changes were made to host the Spring Preview Day at both the south and
main campuses to highlight the CHARTS and CAHMI facilities. Transportation,
as well as lunch for the first time, was provided to all attendees.
Furthermore, perspective students were grouped by areas of interest and
given more direct program specific attention by faculty. In addition, more
communication was sent out to involve the campus community, talking points
were provided for consistency, and a specific video was produced and used to
set the atmosphere at the start of the day. This resulted in 381 students
attending Spring Preview Day. Priority 4—Tell Our Story
Year Three (2019-2020):
Launched Online Learning Initiative to address: 1) Ease of Use: LMS
shells that are clear and streamlined in structure and design; 2) Instructor
Presence: Consistent faculty contact, availability, and presence online; 3)
Objectives and Expectation: Presentation of clear expectations and
objectives; 4) Technology: Use and command of a variety of appropriate
technology; and, 4) Assessment: Use of appropriate assessment and feedback
for students (fall 2019). Priority 1—Cultivate Student Success
Opened the new Technology Help Center (fall 2019) to assist students
with on-campus technology resources and tools.
Priority 1—Cultivate Student Success
Centralized the management of shared governance and program review
processes within the Institutional Effectiveness Office as part of
3—Create Systems of Organizational Effectiveness (summer and fall 2019)
Full implementation of Comprehensive Instructional and Unit Program
Review Cycle (fall 2019)
https://uaptc.edu/ie/program-review. Priority 3—Create Systems of
Successful launch of the College’s inaugural Planning Week which focused
on developing knowledge of institutional effectiveness processes (fall 2019)
https://uaptc.edu/ie/planning/resources. Priority 3—Create Systems of
Significant improvements to the College’s website (fall 2019).
4—Tell Our Story
Implementation of a new course evaluation system is scheduled for fall