Academic Innovations Task Force

Chair - Tim Linter

This task force will explore issues related to improving the learning experience for our students. Examples of areas to explore could include, but are not limited to: use of technology in the learning process, course delivery methods, flexible and responsive scheduling methods, revamping summer school calendar, utilizing and expanding library and other resources related to teaching and learning, and promoting engaged pedagogies.

Academic Innovations - Final Report

International Student Recruitment and Study Abroad

Chair -  Maria Anastasiou

This task force will make recommendations to the Chancellor concerning goals for international enrollment, identification of countries of focus, international marketing, and identify issues/opportunities to support international students who come to our campus. Additionally, the task force will make recommendations concerning inviting Fulbright scholars, building interest in class to class collaboration, and faculty research collaboration. Finally, the task force will recommend ways to enhance and expand the internationalization of the USC Aiken curriculum.

International Student Recruitment and Study Abroad - Final Report

Marketing and Recruitment Task Force

Chair - Peggy Elliott

This task force will explore issues related to expanding USC Aiken’s marketing and recruitment efforts to attract new students and tell the University’s story. Examples of areas to explore could include, but are not limited to: developing key messages regarding areas of excellence for each academic and non-academic department, opportunities for academic and non-academic departments to more fully participate in marketing and recruitment, and opportunities for growth and recruitment with new populations (veteran/military students, adult students, international students, honor students, Hispanic students, Asian students, etc.)

Marketing and Recruitment - Final Report

Process and Innovation Task Force

Chair - Cheryl Fogle

This task force will explore issues related to improving our processes and developing innovative ways to advance the mission of the University. Examples of areas to explore could include, but are not limited to: strategic partnerships to advance efficiencies, governance issues, policies and procedures, and workflow analysis.

Process and Innovation - Final Report

Programs of Distinction Task Force

Chair - Sara Campbell

This task force will explore issues related to defining areas of excellence and niche opportunities for USC Aiken. The task force should explore characteristics of signature programs/programs of distinction in both academic and non-academic areas. The task force should recommend a process for USC Aiken to use in defining programs of distinction.

Programs of Distinction - Final Report

Retention, Progression, and Graduation (RPG) Task Force

The Retention, Progression, and Graduation (RPG) Task Force was formed in January 2013 to explore issues related to improving USC Aiken’s retention, progression and graduation (RPG) rates. Examples of areas to explore could include, but are not limited to: academic success and advisement efforts, methods for all academic and non-academic departments across campus to contribute to RPG, policies and procedures impacting RPG, issues of customer service, student involvement, ceremonies and traditions, and academic engagement.

Sub-Committees

In the first meeting of the task force, the group decided that the comprehensive and significant charge would be better addressed by breaking into two independent task forces.

Progression and Graduation (P and G) Task Force

Chair - Dr. Charmaine Wilson

Progression and Graduation (P and G) Task Force : Final Report | April 15, 2013

Retention (R) Task Force

Chair - Mr. Ahmed Samaha

Retention (R) Task Force : Final Report | Spring 2013

RPG Advisory Committee (Plans of Action for Strategy 2.2) | February 2, 2015

RPG Implementation Committee Minutes (requires log-in)

Staff Development, Advancement and Recognition

Chair - Angel Miano

This task force will explore issues related to providing opportunities for professional growth and advancement of University staff. Examples of areas to explore could include, but are not limited to: exploring the addition of levels of advancement for staff, leadership and professional development opportunities, and rewards and recognitions.

Staff Development, Advancement and Recognition - Final Report

What was the purpose of the task forces?

Ultimately the purpose of the Task Forces is to move the campus forward, based on the results of visioning process done last fall that included faculty, staff, students, alumni and community leaders.  Each Task Force was given specific issues to explore and was charged with making recommendations on those issues.

How many task forces were formed?

• Retention, Progression, Graduation (RPG) Task Force
• Programs of Distinction Task Force
• Process and Innovation Task Force
• Academic Innovation Task Force
• Marketing and Recruitment Task Force
• Staff Development, Advancement, and Recognition Task Force

In addition two other groups were formed to address specific areas of concern that emerged from the visioning process: Internationalizing the University and Strategic Planning for the USC Aiken Grounds Committee. The charges and a list of task force members can be found on this website.

How will decisions be made from task force recommendations and final reports?  What is the timeframe for decisions?

There is no set time frame and it is anticipated that some recommendations will be implemented relatively quickly, while others will need much more discussion and planning.  Once the reports of the Task Forces have formally been presented to the USC Aiken community, the recommendations will be sent to the appropriate groups, units, offices or individuals for additional discussions and final recommendations. For example, a Task Force recommendation to restructure the Center for Teaching and Learning would be sent to Dr. Jeff Priest who may choose to form a committee of academics, or place this on the Faculty Assembly agenda, or he may decide to send it to the CTL coordinator who will recommend the next course of action.  USC Aiken has governance structures, standing committees, processes and procedures in place and many of the recommendations will need to be sent along those pathways.

Some recommendations may not need additional discussions, and thus, they will go directly to the Chancellor to prioritize and implement. Other recommendations will need considerable study, discussion, and refinement before any action is taken.  And finally, there may be recommendations that we choose to archive or discuss at another time.

If a task force recommends something that has an impact on my department, will my department have any say in what is done?

One of the greatest benefits of the task forces is that the representation on them was diverse.  A group looking at issues with "fresh eyes" may provide new perspectives not previously seen.  At the very least, the task forces are providing insight into the perceptions of groups on campus.

As stated above, if a recommendation is made, a person and/or people directly related to that department will be charged with responding to the recommendations, and when appropriate, creating the action plans.  Approval of recommendations and action plans follow the established chain of command and governance structures.  If the task force recommendations are not feasible, then the department may need to find workable solutions to the problems identified and recommend alternative actions.

Why are we having forums to discuss task force findings?

The task force forums are being held so the campus community can better understand the perspective, thoughts, and reasoning behind the recommendations that have been made.   It also gives the campus community a chance to listen, have discussions and ask questions about Task Force findings, so everyone has a better understanding regarding the finer points of the recommendations. The forum format provides a medium where ideas and views on issues can be exchanged.  The forum gives the USC Aiken community a chance to practice civil discourse by recognizing, encouraging, and supporting individual and group contributions to continuous improvement.

Bottom Line

From the Task Forces’ deliberations and reports should come rich discussions, a greater recognition of the contributions made and the challenges faced by units across the institution,  a deeper appreciation of our strengths and opportunities, and ultimately, this work will be the foundation of our action plan to move us into the future.