CAH Strategic Plan
2012/2013
Outcome Assessment Report
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CAH Strategic Planning
2012/2013
Outcome Report
The CWU Strategic Plan is the map that guides the progress toward fulfilling our institutional
mission. A large and representative group of faculty and staff, the Strategic Operations Team,
collaboratively developed this plan more than two years ago. Since that time, as the fluid
document it was designed to be, it has undergone several revisions. In its current form, the
CWU Strategic Plan can be found at this link: http://www.cwu.edu/resources-reports/currentstrategic-plan-and-versions.
Last year (2012/2013), units developed and revised Unit Strategic Plans. Unit Strategic Plans will
serve as the basis of reporting progress toward achieving the mission of the institution. These
reports are to be submitted to your appropriate reporting authority (Dean for academic
departments, Director, Assistant/ Associate Vice President for other areas) no later than
November 1, 2013.
As you will see in the attachment, the format for reporting will utilize the template of your Unit
Strategic Plan. You may wish to simply add a column titled “Outcome Assessment” to the Unit
Strategic Plan that you submitted in December 2012, and that was subsequently approved by
your reporting authority.
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AY 2012/2013
Unit Strategic Planning Report
Unit: College of Arts and Humanities
Reporting Authority: Marji Morgan, Dean
Date: 1 November 2013
A: Please complete the column titled “Outcome Assessment” on your own Unit Strategic Plan. Complete with as much detail as
you can provide. Where you cannot obtain data to complete the assessment, put “Data not available.” in the space.
B. Please summarize each of the University’s Five Core Themes from your Unit Strategic Plan Outcome Assessment report.
Toward which theme(s) did you make progress, and how are students benefitting from this?
Progress on Themes
We made significant progress in all five of the university themes. Of the 9 indicators in teaching and learning, we made progress towards or nearly
achieved our expected performance level in 7 of 9; of 4 indicators in inclusiveness and diversity, we made progress towards, achieved, or exceeded
our expected performance level in all 4 indicators; of 5 indicators in scholarship and creative expression, we made progress towards, met or
exceeded our expected performance level in 4 of 5 indicators; of 6 indicators in public service and community engagement, we made progress
towards or met our expected performance level in all indicators; of 8 indicators in resource development and stewardship, we made progress
towards or met our expected performance level in all but one.
Benefit to Students
Students are benefitting in many ways from our work in all five themes. Teaching and Learning – genuine culture of improvement that encourages us
to work at all times to better meet our students’ needs; uniqueness and/or excellence of our undergraduate and graduate programs; interdisciplinary
collaboration and innovations fostered by our college themes, support for interdisciplinary programs and innovative teaching, and linking of skills
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classes to themes or students’ interests; improved advising as a result of 4-year plans and the addition of a dedicated advisor in our largest and most
complex program. Inclusiveness and Diversity – our increasingly diverse student body is benefitting from our diverse and global curriculum.
Scholarship and Creative Expression – scholarship active faculty enable the linking of teaching and scholarship that benefits our students; significant
opportunities for students to engage in “doing their discipline,” whether original research, performing, exhibiting, translating, filming, composing,
directing, and so forth. Public Service and Community Engagement – information about our academic programs and cultural programming is
thorough and up-to-date; increasing opportunities for students to connect with each other, faculty and the community via social media; growing
internship and service learning opportunities in some of our programs that enable our students to apply their learning outside the classroom; robust
community outreach by many of our programs that connects students and faculty to the community. Resource Development and Stewardshipenhanced interaction between alums and students is excellent in helping students shape their studies and take that next step after graduation; more
online offerings to reach place bound students and more strategic minors and certificates to help make students more flexible in the workplace; 16
new faculty, 9 tt, to replace lost faculty and these new faculty will help to enhance program offerings for students; advising in music, our largest and
most complex program, will be greatly improved by the addition of a full-time staff advisor; adobe license is a huge improvement that will ensure CAH
students have access to the latest creative suite software so essential to their creative work.
Which theme(s) deserve special attention next year?
Themes In Need of Attention – primarily scholarship and creative expression and resource development and stewardship themes
Assessment of student learning goals so that we do a better job of documenting actual improvement, and of assessing student learning goals in
themes 2, 3 and 4.
Need to continue to work to boost summer revenue so we can restore full funding for teaching innovation and scholarship/creative expression grants
Must boost internal and external grant submissions (scholarship and creative expression theme)
Try to boost sponsorship giving
Continue to replace vacated faculty lines
Improve efforts in the area of internationalization – for first time, no faculty led study abroad trips in CAH
Additional funding for big ticket equipment items, especially in Theatre Arts, Music and Communication and FVS.
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C. How do you intend to utilize the data gathered this year to assist you in developing stronger programs?
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Have Associate Dean work more closely with Chairs and Program Directors to ensure: at least one student outcome not assessed last year is assessed
this year; more documentation of actual improvement is included in plans as we gather more data from assessment
Continue to apply our strategic principles for summer programming and raise additional monies for faculty grants from our advisory board
Make more effort to get information to faculty about grant opportunities; work with chairs to encourage appropriate people to apply for grants;
provide a grant workshop if there is enough interest; look for grants related to next year’s theme
Continue to work on implementing efficiencies with the goal of converting as many full time ntt lines as possible to tt lines
Invite faculty interested in study abroad and other international efforts to a meeting with Mike Launius and Geoff Foy
Ensure that CAH submits proposals for equipment when there is a call for such; meanwhile, have chairs keep a running, prioritized list of equipment
needs so we are ready to go with proposals
Work to ensure that departments and programs have a better understanding of how their programs compare to regional peers, and that they do a
better job of broadcasting their excellent/unique aspects on websites, facebook, and elsewhere
Work to achieve 100% participation in SOURCE by CAH depts. and programs
Ensure that CAH submits at least three Innovation Fund proposals this year
D. Based on your learning from this first year report, what parts of your strategic plan will you modify, add to, or omit for next
year? (Please attach an updated Strategic Plan with changes highlighted – changes are in red.)
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Get our 4-year program plans that are on the web in the new TAPP format
Obtain appropriate data from OE (see below)
Add an indicator to theme 1 to do with Graduation Rates
Make our website indicator less vague – see change in 4.1.1.1
CAH DATA NEEDED IN FUTURE
Faculty demographics in addition to student
Grants - # of internal and external submissions
Retention and Persistence
Graduation Rates
Enrollments (majors – undergraduate and graduate
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UNIVERSITY CORE THEME: 1. TEACHING AND LEARNING
UNIVERSITY OBJECTIVE 1.1 Enhance student success by continually improving the curricular, co-curricular, and extracurricular
programs.
Unit
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource Outcome Assessment
Outcomes
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
1.1.1
Create and
maintain
high quality
academic
programs
1.1.1.1
Annual
Assessment
Report of
Student
Learning
Outcomes
100% of
degree
programs
document
implementatio
n of changes
to address
issues raised
by
assessment
info and
program
review
suggestions ;
Departments and
Programs
All programs
increasingly
document
improvement
as a result of
changes
1.1.1.2
Signature/uniq
ue status in
state or region
Departments
and programs
will have at
least one
undergrad
degree that is
Ensure that all
departments and
programs have
sound assessment
plans linked to new
university plan;
ensure that all
departments and
programs collect
meaningful
information from
assessment and
discuss it
collectively;
97% of degree
programs (all but one)
documented
implementing changes
based on assessment
results
Continued
mentoring on and
monitoring of
assessment
Departments, Programs
and College
Be sure
departments and
programs are aware
of their counterparts
at peer institutions;
departments should
Only 9.7% indicated
improvement based on
changes implemented.
The other 90% haven’t
had changes in place
long enough to
measure improvement
$10,000 for nice
promotional
materials is
essential for
marketing our
programs
U ndergrad Programs
Art – opportunity to study
broad range of studio arts,
including traditional crafts
Comm – Public Relations
– unique BA in state
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unique or
signature as
compared to
peer
institutions in
the state or
region; CAH
will have at
least three
unique or
signature grad
programs
within three
years
English – online interdisc
writing program – u nique
in state
History – outstanding
mentoring of undergrad
research
Music – signature
program, espec in music
education
Phil and Relig Studies –
emphasis on research
and required service
learning
Theatre – only BFA
degree in state and only
musical theatre program
World Languages – only
ASL program; only
Russian major east of
Cascades; unique
heritage track for heritage
Spanish speakers
make known on
websites and in
reports their
signature/unique
status
Grad Programs
1.1.1.3
Teaching
Innovation
Summer
Grants
Maintain at
least two
teaching
innovation
grants @
$2,500 each
College
Maintain or enhance
summer revenue
1.1.1.4
Graduation
Rates
Ensure that
our CAH
graduation
rate is at or
above the
College
Continue working to
improve advising,
scheduling, and
retention
$5,000 per year
Art – only jewelry &
metalsmithing program in
state
Music – unique hybrid
masters of music ed
Theatre – only theatre
studies degree in state
Have had 2 available until
this past summer when
we had one; goal is to
restore two this summer;
summer funds cut
because had to use for
instruction
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CWU rate
1.1.2
Promote
Interdepartm
ental
programming
and
collaboration
1.1.2.1
College
Themes
1.1.2.2
Interdisciplinar
y Program
Funding
1.1.2.3
Course
Offerings
All
departments
and programs
will use annual
college theme
to link
classroom and
out-ofclassroom
activities
Enhance
funding for
interdisciplinar
y programs so
that costs of
all
interdisciplinar
y prefix
courses
covered
Encourage
more linking of
skills classes
to student
interests or
majors
Departments, Program
and College
Keep college
themes website upto-date; ensure that
all college series
incorporate the
theme
Allocate at least
$3,000 for theme
related activity –
for publicity, guest
travel, etc.
7 of 8 depts used the
theme – communication
did not; 1 of 4 interdisc
programs used the theme
– LLAS. But the museum
which is not in our college
linked often to our theme
and college projects
College
Build ntt faculty
funding by making
strong case for
general education
funding
$50,000 in
additional ntt
funds to cover
interdisc course
offerings – roughly
90 units per year
for which we have
no dedicated base
funding
Did not get dedicated
base funding, but did fund
our interdisc courses that
were scheduled
Departments and
College
Make time in Chairs
Council Meetings to
discuss such
linkages
5 or our 8 depts doing
linked courses: 4 have
special UNIV 101
sections for majors;
ENGL 101 and 102
sections reserved for
specific majors (music,
art, theatre, STEP);
ENGL 347 reserved for
ITAM; Single group of
students registered for
theme linked ENG 102
and 105 classes; Eng
301 and Anth 351
linked writing and
visual projects; music
linked with math for a
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100-level math skills
course for music
majors; theatre
offering Ethnic drama
for ITAM majors and
Intro to Theatre for
BAS students online
This student learning goal
is in all plans, and all
depts. and programs are
assessing this goal.
1.1.3
1.1.3.1
Each degree
Departments and
Continued
Ensure that
Annual
program/speci Programs
mentoring on and
students
Assessment
alization links
monitoring of
develop
Reports
to this
assessment
disciplinary
outcome in
specific
their student
competencie
leaning
s for success
outcomes plan
in their fields
UNIVERSITY OBJECTIVE 1.2 Enhance the effectiveness of student support services.
Unit
Outcomes
1.2.1
Improve
advising of
current and
potential
CAH
students
Indicators
Expected
Performance
Level
(Criterion)
Indicator/Performance
Level Reported By
1.2.1.1
Department 2
and 4-year
plans and
career
information
handouts
All
departments
provide
advisors with
4-year plans
for each
program/
specialization,
as well as
career
information
handouts
Faculty
advising in the
arts starts with
freshmen;
hire at least
Departments and
College
Continuing
discussions at
Chairs Council of
the importance of
these plans; now
that plans are
done, we need to
work with the Dual
Admission person
to get them in the
TAPP format
Departments and
College
Work with student
success so advisers
send freshmen arts
students to faculty
for advising; partner
1.2.1.2
More
dedicated
CAH program
advising by
Key Strategies/
Initiatives
Budget/Resource
Analysis
Outcome Assessment
All depts. developed such
plans and have them on
the web for students and
advisors. This is espec
important for dual
admission.
$50,000 plus
benes
We were successful in the
realignment process in
obtaining a full-time
advisor for music, our
largest and most complex
major in terms of
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faculty and
professional
advisors
one dedicated
CAH advisor
over next
three years
requirements. This is
important for
accreditation.
with student
success on hiring an
advisor dedicated to
CAH
UNIVERSITY CORE THEME: 2. INCLUSIVENESS AND DIVERSITY
UNIVERSITY OBJECTIVE 2.1 Enhance the environment of inclusiveness for faculty, staff, and students
Unit
Outcomes
Indicators
Expected
Performance
Level
(Criterion)
Indicator/Performance
Level Reported By
Key Strategies/
Initiatives
Budget/Resource
Analysis
Outcome Assessment
Done. The Observatory
Solicit at least six
met several times and
volunteers from
developed a new program
CAH to be on the
for this coming year
observatory, and
focused on generational
include our
differences.
Inclusiveness and
Diversity Council
College Liaison
Katrina Whitney
UNIVERSITY OBJECTIVE 2.2 Increase faculty, staff, and student diversity by active programs of recruitment and retention for members
of underrepresented groups.
Unit
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource Outcome Assessment
Outcomes
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
2.1.1
Build a more
diverse
college
community
2.1.1.1
Observatory
of Diversity
Accomplishme
nts
Observatory
of Diversity is
reactivated in
AY 2012-13
College
2.2.1
Build a more
diverse
college
community
2.2.1.1
Observatory
of Diversity
accomplishme
nts
Observatory
of Diversity is
reactivated in
AY 2012-13
College
Solicit at least six
volunteers from
CAH to be on the
observatory, and
include our
Inclusiveness and
Ditto
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Diversity Council
College Liaison
Katrina Whitney
2.2.1.2
College
demographics
Increase
numbers of
faculty and
students from
underrepresen
ted groups by
10% in next
three years
College
Ensure that job ads
indicate an
openness to
inclusiveness
$5,000 in
recruiting monies
for travel
Data not available for
faculty; for students
from underrepresented
groups, increased nearly
13.3% from 330 to 374;
veterans increased 45%
from 20 to 29.
Budget/Resource
Analysis
Outcome Assessment
Work to build large
and diverse
applicant pools
Recruit in high
schools and
community
colleges with large
underrepresented
student populations
UNIVERSITY OBJECTIVE 2.3: Ensure that CWU has an inclusive and diverse curriculum
Unit
Outcomes
2.3.1
Improve
students’
knowledge
of human
cultures and
diversity for
success in a
global
society
Indicators
Expected
Performance
Level
(Criterion)
Indicator/Performance
Level Reported By
2.3.1.1
Annual
Assessment
Reports
Each degree
program/
specialization
links to this
outcome in
their student
leaning
outcomes plan
All degree
programs
have courses
that address
diversity and
Departments and
Programs
Continued
mentoring on and
monitoring of
assessment
This student learning goal
is in all plans, but not
necessarily being
assessed every year.
Departments, Programs
and College
Compile list of
current courses
that integrate
diversity
/inclusiveness
All of our degree programs
have such courses. In fact,
all but music have many
courses focusing on
diversity and inclusiveness
issues. Music has one.
2.3.1.2
Course
Catalog
Key Strategies/
Initiatives
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inclusiveness
issues
issues
UNIVERSITY CORE THEME: 3. SCHOLARSHIP AND CREATIVE EXPRESSION
UNIVERSITY OBJECTIVE 3.1 Increase the emphasis on and the opportunities for students, faculty and staff to participate in research,
scholarship, and creative expression activities.
Unit
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource Outcome Assessment
Outcomes
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
3.1.1
Enhance
support for
faculty,
student and
staff
research
and creative
activity
3.1.1.1
Summer
School Profits
3.1.1.2
Workload
Plans
Fund all
worthy
applications
for faculty
travel funding
in a given year
Provide at
least 3
summer
research/creat
ivity grants of
$2500 each
10% of
tenured and tt
faculty have
sabbaticals,
research
leaves, or
more than 6
units of
scholarship/cr
eative work
each year
College
Departments and
College
Provide adequate
summer revenue
with strategic
course offerings, as
well as summer
enrichment
programs,
workshops, camps,
etc.
Continue to mentor
faculty on
sabbatical and
grant proposals;
enhance teaching
efficiencies to free
up time for
scholarship
When possible,
raise travel
funding amounts
by at least $100
per type of travel;
no college should
have to spend
summer money on
instruction;
summer grants are
$7,500 per year
Funded all travel requests
and raised funding
amounts per trip by $100,
thanks to funds from the
grad school.
Have been providing 3
summer grants, but had
only 2 this past summer.
Will try to restore the third
this summer. Summer
funding cut because had
to use for instruction.
17.8% had such things
in 2012-13;
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3.1.1.3
Student
scholarship
and creative
work
presentations,
on and off
campus
Each
department
and program
has at least
5% of its
majors
participating
each year in
research/creat
ive work
presentations
SOURCE Committee;
Departments and
Programs
Invite Source
Committee Chair to
CAH Chairs
meeting to
strategize about
enhancing CAH
participation;
integrate SOURCE
into as many
classes as
possible; ensure
that students are
aware of
opportunities to
present, perform,
exhibit on campus
and off
Continued
mentoring on and
monitoring of
assessment
Given the
performance and
presentation
invitations we
receive, our
college should
have a budget of
at least $50,000
per year for
student travel, to
supplement S & A
funding
Get grant
information to
faculty whenever
possible; provide
grant writing
workshops, if
$2,000 per year
for workshops
Most of our programs
have more than 5% of
majors participating in
presentations – the arts
have 100% of majors
participating. Only
Asia-Pacific Studies
and language programs
other than Spanish
have less than 5%
participating.
In plans, but few assessed
3.1.2
3.1.2.1
Each degree
Departments and
this past year. Should
Facilitate
Annual
program/
Programs
encourage more depts.
disciplinary
Assessment
specialization
and programs to assess
and
Reports
links to this
this goal this year or next.
interdiscipli
outcome in
nary
their student
integrative
leaning
learning for
outcomes plan
creative
inquiry
UNIVERSITY OBJECTIVE 3.2 Increase the external funding received for research, scholarship, and creative expression by faculty, staff,
and students.
Unit
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource
Outcomes
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
3.2.1
Enhance
support for
faculty,
student and
staff
3.2.1.1
Grant
Submission
Data
Increase
submissions
for internal
and external
funding by 5%
each year
Graduate Studies Office
External Submissions:
3 in FY 12 and 2 in FY 13.
We need to encourage
more submission activity.
Internal Submissions
6 in 2011-12; 1 in 2012-
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research
and creative
activity
13 – need to encourage
more submissions
needed
UNIVERSITY CORE THEME: 4. PUBLIC SERVICE AND COMMUNITY ENGAGEMENT
UNIVERSITY OBJECTIVE 4.1 Enhance the commitment and the level of cooperation between the university and external communities.
Unit
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource
Outcome Assessment
Outcomes
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
4.1.1
Improve
visibility of
the college
4.1.1.1
Website
content and
design
4.1.1.2
College TV
Show – Arts
and
Humanities
are Central
90 % of CAH
websites are
informative,
user-friendly,
relatively error
free, and up
to date; at a
minimum,
faculty,
program,
events and
good news
info should be
current
At least three
new shows
aired each
academic year
Departments, Programs
and College
Ensure adequate
training in the new
web content
management
system; each
department and
program identifies
one or more
persons
responsible for web
maintenance
College
Show is used to
highlight CAH
programs, faculty,
student and alumni
work
A .5% website and
social media staff
person for CAH is
essential – the
person’s other .5%
should be
recruitment and
marketing $50,000 plus
benes
All departments and
programs except one have a
user-friendly and up to date
website. Comm site has
even translated key pages
into Spanish!
Have aired at least three
shows each year since the
tv show started.
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4.1.1.3
Press
Coverage
4.1.1.4
Social Media
4.1.2
Enhance
students’
civic
knowledge
and
engagement
locally and
globally for
responsible
citizenship
4.1.2.1
Annual
Assessment
Reports
All major
college news
gets campus,
community
and regional
press
coverage
The college
and all
departments
have a social
media
presence
PR Office and College
Work to ensure that
the PR office is
aware of all major
college news; keep
up our good news
website page
College and
Departments
Obtain PR interns if
needed and
provide mentoring
on social media
Each degree
program/
specialization
links to this
outcome in
their student
leaning
outcomes plan
Departments and
Programs
Continued
mentoring on and
monitoring of
assessment
College programs
receiving adequate press
coverage, thanks to
assistance from PA.
A .5 fte website
and social media
staff person for
CAH is essential –
the person’s other
.5 fte should be
recruitment and
marketing $50,000 plus
benes
UNIVERSITY OBJECTIVE 4.2 Increase participation in university sponsored life-long learning opportunities.
Unit Outcomes
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
All departments and
programs and the college
have a social media
presence – facebook at
least. Some are on
twitter and Youtube.
Many student clubs also
have social media
presence
This student learning goal is
in plans, but was not
assessed this past year.
Should encourage
assessment of this goal in
next year or two. Art,
Comm, FVS, & Theatre best
at internships. Engl and Phil
and Relig Stu have grown
internships in last few years,
and phil/relig studies just
added a service learning
requirement to their
program. History, Music
and World Langs should
work to increase internship
experiences for students.
Outcome Assessment
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This goal is in all plans and
Each degree
Departments and
Continued
being assessed each year.
program/
Programs
mentoring on and
specialization
monitoring of
links to this
assessment
outcome in
their student
leaning
outcomes plan
UNIVERSITY OBJECTIVE 4.3 Enhance the efforts of members of the university community to strengthen the economic base of the region
and state.
Unit Outcomes
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource
Outcome Assessment
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
4.2.1 Develop
students’
intellectual and
practical skills
for lifelong
learning
4.2.1.1
Annual
Assessmen
t Reports
CORE THEME: 5. RESOURCE DEVELOPMENT & STEWARDSHIP
UNIVERSITY OBJECTIVE 5.1 Maximize the financial resources to the University, and assure the efficient and effective operations of the
University through financial stewardship.
Unit Outcomes
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource
Outcome Assessment
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
5.1.1
Develop a
climate of
fundraising in
the college
5.1.1.1
Endowed
Scholarship
s
Ensure that
each
department
has at least
one endowed
scholarship
Development Office and
College
Work to identify
potential donors in
Communication,
the only dept
without an
endowed
Every dept but Comm has an
endowed scholarship
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scholarship
5.1.1.2
Sponsorshi
ps
5.1.1.3
Interactions
with Alumni
5.1.1.4
Student
Credit
Hours and
College
Revenue
Increase
sponsorship
funding each
year by 5 to
10%; we have
about
$150,000 in
in-kind
sponsorship
each year but
only $6,000 in
cash. We
should have at
least $25,000
in cash.
Each
department
will bring an
alum back for
college alumni
day, Dean
and
Development
Officer will
increase
interactions
with alums on
campus and
off
Enhance schs
and college
revenue with
entrepreneuria
l efforts in
areas of
College
Work with
University
Advancement on
more coordinated
sponsorship plan
Departments, College,
Development Officer
Work closely with
new Director of
Alumni Relations;
Central Administration
and College
Work more closely
with international
programs, Margaret
Badgley, and the
multi-modal task
force; develop
Increased comp Hotel
rooms from 24 to 34;
increased Yellow Church
catering from $1,000 to
$1,500.
We spend about
$2,000 on alumni
day, and should
budget another
$2,000 to bring
alums back at
other times
Very successful alumni day;
DO has increased visits to
alums to identify potential
donors and alumni day
participants; very successful
trip to WA DC – many alumni
day prospects, and this year’s
distinguished alum a result of
that trip. Dean has followed
up with 4 alumni day folks
about advisory board, and
two have joined and
attending the recent meeting.
No portal yet from internatl
programs for new initiatives
and no faculty led study
abroad programs in CAH this
year; new online writing
degree to start fall 13;
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enhanced non-profit
internationaliz
proposals for the
organization management
ation,
new innovation
certificate and will be online;
certificates,
fund
new Asian and Latin
online
American Business
education, or
certificates; collaborated with
programs at
4 colleges on new global
centers, over
cultural competency
next three
certificate – all to start fall
years
2013.
UNIVERSITY OBJECTIVE 5.2 Develop and implement enrollment management and marking plans that meet the enrollment objectives of
the university.
Unit Outcomes
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource
Outcome Assessment
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
Realignment data show CAH
Must at least
the only college in which
double tuition
waiver funding so every single dept has grown
in majors and total students
that all programs
served between 2010 and
have some waiver 2012.
money; $10,000
to $15,000 needed
for program
promotional
materials; $20,000
per year needed
for recruitment
travel
UNIVERSITY OBJECTIVE 5.3 Ensure the University has human resources necessary to accomplish all university objectives.
Unit Outcomes
Indicators
Expected
Indicator/Performance
Key Strategies/
Budget/Resource
Outcome Assessment
Performance
Level Reported By
Initiatives
Analysis
Level
(Criterion)
5.2.1
Departments
and Programs
will sustain or
grow
enrollments,
depending on
resources and
capacity
5.2.1.1
Numbers of
majors,
minors,
graduate
students,
and student
fte
All degree
programs will
sustain major
numbers;
programs with
capacity and
resources will
steadily grow
majors
IR, Department and
College
Each department
and program will
have a recruitment
and retention plan;
programs will reach
out to high schools
and community
colleges when
possible
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Just completed 9 tt searches
We will need an
successfully; still have 7 tt
additional
lines not replaced as of fall
$250,000 in ntt
salary monies plus 2013. Goal is to do at least 5
tt searches this year,
benes at least
including two that will turn
($150,000 next
historically ntt lines into tt
year and $100,000 lines (Russian and Comm
the next) in order
Studies).
to do replacement
searches – 9
searches this year
(2 art, 1 English, 2
history, 2 music, 1
theatre arts, 1
world languages),
5 the following
year (2 Comm, 1
English, 2 art);
Obtained a new staff person
5.3.1.2
Enhance
College and
Use program
Our growth in
in music in the realignment
College
staffing in
Departments
review and growth
student numbers
process – a full time advisor/
Staff
critical areas
data to make case
in tech heavy
and areas of
to the
disciplines (music, recruiter. Provided
additional support to FVS in
growth over
administration with
communication,
sound area by splitting an ntt
next three
strategic initiative
fvs, theatre arts),
position between theatre arts
years
proposals
combined with
and fvs.
other divisions
cutting back on
tech services
make additional
staffing critical for
several programs.
Clear staffing
needs in music,
theatre shops,
gallery,
communication
(lab tech), and
advising – total of
4 fte at least
UNIVERSITY OBJECTIVE 5.4 Provide the facility and technology infrastructure and services appropriate to meet the university objectives,
5.3.1
Increase CAH
share of
resources and
match
resources to
growth
5.3.1.1
Tenured
and TT
faculty
numbers
Fill all tt faculty
vacancies in
the college in
the next three
years; turn
stable full time
ntt positions
into tt ones
where there is
strong
demand;
obtain new
lines in areas
of growth
College
Keep making the
case for dedicated
general education
funding; submit
outstanding
strategic initiative
proposals for new
money; maintain or
increase schs in all
departments and
programs
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while maximizing sustainability and stewardship.
Unit Outcomes
Indicators
Expected
Indicator/Performance
Performance
Level Reported By
Level
(Criterion)
5.4.1
College
equipment and
facilities will be
maintained and
upgraded as
needed
Regular
inspection
of
equipment
and
facilities
Equipment
and facilities
will be safe,
functional and
up-to-date
College, departments
and facilities
management
Key Strategies/
Initiatives
Budget/Resource
Analysis
Outcome Assessment
Departments
maintain an
equipment
replacement and
facilities needs list,
and make
appropriate offices
aware of needs
University needs
to have
equipment/facilitie
s lines in its overall
budget; Win Win
computer program
should be in place
at all times
Huge improvement with new
CWU license for adobe
software, which means we
will automatically receive
upgrades – key for art and
comm. Serious equipment
needs remain in music,
theatre, art and FVS – hope
to see program fees or
central funding for big ticket
items. Progress on less
expensive items: FVS
Director obtained annual
Nikon camera loan valued at
$80,000. Art purchased
$15,000 in new equipment;
History purchased a digital
camera and sound recorder;
theatre purchased new
production computer running
digital sound software; WL
purchased hand held gaming
consoles that allow students
to practice language skills
and a new
photocopier/scanner; phil
and relig studies created a
new office space and is
replacing old desks and
chairs; and music received
improvements to their
building that addressed wear
and tear issues. So 7 of 10
depts/programs making
upgrades/improvements/
purchases.
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