Research and Academic
Arkansas State University educates leaders, enhances
intellectual growth, and enriches lives. (ASU = e3)
Arkansas State University values the following as central to
- Student-Centered: We are
committed to education, inquiry, and service in order to meet students’
changing needs. We foster lifelong
learning, civic and social responsibility, leadership, and individual and
- Learning-Centered: We
nurture intellectual flexibility, knowledge, and skills by integrating
teaching, research, assessment, and learning to promote continuous
improvement of our scholarly community.
- Excellence: We pursue
excellence within the campus community through opportunities for
achievement in teaching, research, scholarship, creative activity, and
- Diversity: We embrace
diversity in all of its dimensions realizing that mutual respect for
individuality and the inclusion of all are vital for both personal and
- Service: We support and
recognize service at all levels of the University. We strive to contribute to the benefit
of the University, the Delta, the state, the nation and the world.
- Integrity: We hold high
standards of character and integrity as the foundations upon which the
University is built.
Arkansas State University aspires to be an academic leader
recognized for innovation and quality in teaching and learning, international
standing in strategic research areas, and commitment to outreach and service to
the Delta and beyond.
Institutional Priority: Enhance the
university’s reputation, visibility, and influence.
Coordinate, develop, and support Arkansas State University’s academic
leadership position in the Delta and beyond.
- Coordinate and focus our
research and scholarship efforts in the Delta
- Provide short-term visiting
- Become more involved in
public policy and economic development
- Involve undergraduate
students in research, scholarship, and creative activities
- Highlight existing program
strengths and build new ones
- Enhance ease of transfer of
students from community colleges
- Provide seamless program
transition for ASU system and other community colleges
- Provide flexibility in academic
offerings (evening, weekend)
- Increase outreach activities
- Develop K-12 pipeline
- Enhance current and develop
new academic summer programs
- Encourage undergraduate and master’s
level graduate students to pursue graduate studies
and expand internal and external communications.
- Target and coordinate public
- Develop and support a centralized
university calendar of events
- Share information across the
campus in a timely fashion (e-mail, web, newsletter, radio)
- Promote achievements and
accomplishments of current students and alumni
- Share information with system
and develop programs with partner institutions
a process for gaining national recognition from external higher education
listings and awards
greater use of alumni and current students for communication
down silo walls both intra and inter campus
and implement an Arkansas State University
Centennial Celebration with active involvement of all constituencies.
- Establish centennial
- Update university history
- Develop collection of images,
sounds, memorabilia and video
celebrating ASU’s history
- Develop slide show to be used
- Create coordinated cultural,
artistic and scholarly activities
a plan to make Arkansas State University
competitive in attracting and retaining faculty and staff.
- Develop effective recruiting
guidelines and practices
- Develop standard recruiting
package of information regarding ASU and the community
mentoring program for faculty and staff
- Offer competitive salaries,
teaching load, and facilities
- Provide means by which academic
staff can advance in salary, responsibility, and position title
- Expand professional
development, e.g. mini-sabbatical or summer fellowships for pre-tenure
Institutional Priority: Enhance learning by focusing on the institution’s priorities —
teaching, research, and service.
Arkansas State University - Jonesboro as a
premier learning centered university.
- Involve students in research, creative
activity and service learning
- Promote the idea of learning
as scholarship supported by assessment
- Integrate technology
effectively into teaching and learning
- Incorporate active learning
into classes, particularly large
- Redesign classroom space
- Install appropriate learning
develop, and implement a “Delta Educational Corridor.”
opportunities for faculty and staff development.
and implement a revised faculty workload model, congruent with State of Arkansas
funding mechanisms, which capitalizes on individual strengths in teaching,
research, and service.
access to relevant, current information resources and learning
sufficient resources to the Arkansas State University
library to support student and faculty teaching and research.
Enhance infrastructure for research.
- Facilitate interdisciplinary
- Establish an ASU Research
- Promote, support and market
intellectual property developed by ASU faculty, staff and students
- Encourage acquisition of external
funding for research and creative activity
Build upon alliances and opportunities presented by
the Arkansas Biosciences Institute.
Institutional Priority: Develop a cohesive campus community based on
strong shared-governance, excellent communication, and mutual respect.
and implement a revised university governance policy.
and approve a revised Faculty Handbook.
the effectiveness of university governance committees.
- Communicate with stakeholders
in a timely manner
- Design and implement a process
whereby committee effectiveness can be assessed and modified
open communication and information sharing among all constituencies.
- Develop a web-based monthly
newsletter for the Research and Academic Affairs (RAA) unit
- Distribute newsletters to
Chamber and other members of the community
- Create an “Ask the Vice
Chancellor for RAA” website
and implement plans designed to enhance faculty, staff, and student
- Regularly assess morale among
faculty, staff, students
training and mentoring programs to enhance the success of administrators,
faculty, staff, and students.
- Identify and provide funding
for external training for new chairs/deans
- Develop workshops, reference
materials, and mentoring for new administrators and staff
- Provide mentoring of temporary
and part-time faculty
- Provide 24/7 online computer
- Develop college and/or
departmental student leadership programs
- Facilitate short-term or
long-term experiences for students in national/international settings
Priority Institutional: Develop a culture of assessment to enhance
Implement a flexible and comprehensive institutional
assessment strategy with emphasis on general education and academic programs to
improve student learning.
a process that is driven by departments and colleges with consistency in data
collection and analysis
students-at-risk as early as possible
Develop consistent data at the institutional level to
support assessment and improvement.
Priority Institutional: Increase enrollment, retention rate, and
graduation rate of both undergraduate and graduate students.
and implement a comprehensive enrollment management plan.
Retention Committee to develop and monitor retention initiatives
programs and services that address the needs and increase the enrollment
of non-traditional-aged students.
- Provide academic support at
appropriate times, especially during evenings and weekends
- Provide child care for
faculty, staff, students
- Provide night dean or after
hours ombudsman-like position
- Coordinate class schedules so
that high demand degree programs can be offered at time available to
and implement a strategy to enhance student persistence and academic
diagnostic testing for all freshmen and transfers placed by ACT scores and
administer during orientation
special advisors in colleges whose faculty have higher advising loads to
provide more flexible accessibility
Require advisor training and develop a
system of advisor evaluation
Implement a degree audit
an effective transition program for academically
Attain and develop a centralized Student
Implement institutional tutoring
Implement Supplemental Instruction for
courses with high withdrawal/failure rates
multiple levels of developmental education courses Increase levels of all
developmental education courses
faculty trained in developmental education instruction
student accessibility to ASU courses that will allow students to graduate
in a timely manner.
- Optimize classroom scheduling
- Provide multiple year
- Open additional sections of
high demand courses as needed
and implement courses and programs to meet industry and community needs
- Develop an elder hostel program
for senior adults
- Develop surveys to assess
needs of community and implement new programs in response.
Institutional Priority: Enhance the diversity and inclusiveness of
students, faculty, staff, and curriculum.
and implement a comprehensive diversity plan.
enroll, retain, and graduate greater numbers of students from
- Establish and promote
scholarships for underrepresented groups
employ, retain, and advance greater numbers of university faculty and
staff from underrepresented groups.
- Promote active vs. passive
recruitment on the part of all appropriate faculty and staff
- Increase post-doctoral
- Utilize visiting professors
- Provide pre-doctoral fellowships
- Provide support for instructors
to pursue PhD
- Promote cultural awareness
- Protect underrepresented
faculty/staff from over commitment to service
diversity and global perspectives into the academic curriculum and into
programs and services for university students, faculty, and staff.
- Provide resources for faculty
development to incorporate diversity and multiculturalism into the
- Identify best practices in
curriculum and instruction
- Evaluate current classes for
integration of global and diverse perspectives
a system of responsibility, accountability, and recognition for advancing
a multi-culturally diverse campus community.
- Review the impact of the
Indian mascot and Indian Family on multiculturalism
Institutional Priority: Increase resources to the university.
and implement a plan to generate non-state revenues.
and support faculty to improve their grantsmanship
graduate research assistantships through extramural grants
an aggressive plan of giving from alumni and friends of the colleges
the development of endowments to support college academic and research programs
and implement new budget model for summer school
resources to leverage new resources (such as hiring grant writer)
Increase indirect cost recovery
Generate revenues through licensing
opportunities for colleges and administrative departments to become
- Develop financing models for
policies allowing colleges and departments to recover and carry-forward funds through
public outreach activities and auxiliary operations
plans to transition outreach centers to a "self-sustaining" mode
continuing education opportunities across all colleges
opportunities to increase intellectual property-driven activities.
faculty, staff and student activity on innovations and research projects that
could lead to development of intellectual property
support to researchers to develop their intellectual property
partners to financially support targeted intellectual property initiatives
Priority: Strategically manage resources
among divisions and colleges based on institutional priorities.
and implement an institutional allocation and reallocation process.
priorities in Research and Academic Affairs and allocate resources accordingly
policies for a reallocation process that equitably balances excellence in teaching,
research productivity and public service benefits to the institution, based on
college- or unit-specific missions
for programmatic and institutional growth
at benchmarks—percent of university budget for Research and Academic Affairs as
compared to similar universities and lobby for equity
a Research and Academic Affairs budget committee
efficiencies in Research and Academic Affairs for using available resource
sufficient funds to the Arkansas State University
the recently implemented student library fee to enhance holdings in support of
curricula and research activities
additional funding to supplement the current library budget and student library
fees to achieve the minimum level of library funding recommended by the Higher
new library funding for each new degree program approved and established at the
bachelor, master’s and doctoral levels
additional full-time library positions to enable the library to provide the
full range of services and expertise necessary for the expanding role and scope
of the university