Division of Academic Affairs
Academic Master Plan
Presented on behalf of the faculty and
staff of the Division of Academic Affairs
April 25, 2007
1
Order of Presentation
1. Evolution of the Academic Master Plan
2. Budgeting Basics
3. One Time Allocations
4. Status of Initiatives from the 2006 Academic Master Plan and
September 27, 2006 letter to the campus
5. Summary of requests by each academic unit
6. Academic Affairs Information Technology Requirements
7. Academic Vice President Priorities
8. Next Steps in the process
2
Evolution
of the
Academic Master Plan
3
Western Illinois University has finalized its strategic
plan – Higher Values in Higher Education. The plan will
help the university ‘gain focus’ on priorities, budgeting
and fundraising and anticipates ‘specific plans in each
college and unit’ to move the institution toward those
institutional goals.
The Academic Master Plan becomes the defining
conversation for Academic Affairs. What is the academic
‘look’ we wish to pursue building on current strengths
and taking advantage of emerging opportunities? What
are the ‘stretch goals’ for Academic Affairs? How do we
approach the Academic Master Plan in a way that is
inclusive, transparent, but yet sufficiently defined to allow
new initiatives to emerge in the near term?
4
The Academic Master Plan should be
seen as the means to chart our future as
a University, rather than simply as
separate activities across campus.
5
This year we followed a similar process with
these timelines:
¾ By March 24 – March 30: Responses solicited online
¾ No later than April 10: Draft of Academic Vice President’s
comments for public presentations: Provost/Academic Vice
President web page
¾ April 25: Public Presentation
¾ April 25 onward: Academic initiatives and resource allocation
recommendations consistent with the University Strategic Plan and
University budgeting processes.
6
Budgeting
Basics
7
TOTAL ESTIMATED EXPENDED
State Appropriated Funds
Restricted Funds (Grants)
Independent Operations
Other Current Funds (Local Accounts)
$201,750,700
$109,393,400
$ 20,308,200
$ 53,018,700
$ 19,030,400
Academic Affairs Received FY07
Personal Services & Operating
First Year Experience
Classroom Furniture
QC Initiatives
$
952,500
$ 1,000,000
$
150,000
$
100,000
Total Provost & Academic VP Personal Services $ 66,001,053
Total Provost & Academic VP Operating
$ 6,496,365
TOTAL PROVOST & ACADEMIC VP
$ 72,497,418
8
Use of One Time Allocations
Arts & Sciences
Foreign Language Lab & Center for Internationalization
Atomic Molecular Optics Research Program
Nursing Program Search & Consultant
Dual Career Hire in Chemistry
$ 25,000
$ 50,000
$ 13,000
$ 48,644
Fine Arts & Communication
Communication Positions
Brophy Hall Dance Floor
Broadcasting - Cameras
Summer Music Theatre
$ 38,199
$ 45,000
$ 14,444
$ 40,000
Education & Human Services
Emergency Management/LEJA Criminal Justice Lab
Center for the Preparation of Educational Professionals
$108,653
$ 28,000
Business & Technology
TAC-ABET Accreditation
Engineering Technology Consultant
Engineering Technology WIU-QC Needs Analysis
Agriculture – barn repairs
Computer Science Lab Upgrades
$ 10,000
$ 7,162
$ 12,000
$ 15,000
$ 17,000
9
Use of One Time Allocations Cont’d
Distance Education/Technology Enhanced Learning
WebCT License Fee
$ 75,000
Center for International Studies
Seal Hall Upgrades
Visiting Scholar
$ 16,250
$ 6,000
Illinois Centennial Honor’s College
Air Force Academy/Columbia University
Faculty
$ 1,550
$ 44,221
Library
Malpass Mocha Cafe
$ 20,000
University Computer Support Services
Technology Security Specialist
Technology Security Training
Security Equipment
$ 19,664
$ 22,000
$131,674
10
Status of
Initiatives from
2006 Academic
Master Plan
11
Completed (or nearly completed) Initiatives from 2005-2006 Plan
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Faculty Senate approval for a cross cultural/foreign language graduation
requirement
A proposal for a School of Nursing to offer the bachelor of science in
nursing in cooperation with academic and institutional partners: Spoon
River College, Carl Sandburg College, Graham School of Nursing, BlessingReiman, and McDonough District Hospital
The introduction by the College of Arts and Sciences for a Bachelor of
Liberal Arts and Sciences (BaLAS) to meet academic and professional
needs of traditional aged community college transfer students in the Quad
Cities
A 40 credit, fully on line program specifically designed to allow students in
the existing Board of Trustees degree to complete their degree from any
location
$30 per semester credit hour instructional enhancement to support our
distance learning goals
New proposals from the College of Business and Technology to meet
demands for engineering and technology in the Quad Cities region
Continued attention to the pivotal role of academic affairs in university
strategic initiatives to include: campus master planning, technology
realignment, the Performing Arts Center, the River Front campus, and the
upcoming capital campaign
12
Academic Unit
Priorities
2007 – 2008
(All on Web Page –
http://www.wiu.edu/provost/2007
AnnualReport/index.shtml)
13
College
of
Arts and Sciences
14
Arts & Sciences
Academic Initiatives
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•
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•
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Develop a School of Nursing and the Nursing Program
Develop a new major in Religious Studies
Develop new curriculum in Anthropology
Support student/faculty research and creative activity
Develop new interdisciplinary film minor
Create an interdisciplinary, externally funded,
environmental studies research program
• Develop the Center for the Study and Detection of
Environmental Mutagens
• Identify, promote and support opportunities for
internationalization of curriculum
• Create new office space for faculty
15
Arts and Sciences
One Time & Continuous Facilities Requests
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•
•
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Renovations of obsolete/non-functioning space
Modernize obsolete classrooms
New science building
Renovate Currens Hall
16
College
of
Business and Technology
17
Business and Technology
Academic Initiatives
• Implement MBA redesign (QC & Macomb)
• Strengthen all areas relative to AACSB standards and
continue toward AACSB reaffirmation
• Address employer demand for graduates and grow the
Supply Chain Management major
• Actively pursue the development of a BS in Engineering
for the QC under the WIU School of Engineering &
Technology at WIU-QC
• Address significant enrollment growth in the Construction
Management major
• Computer Science will pursue development of an
Integrated BA and MA degree program
• Establish CBT internship office and employ an internship
coordinator
18
• Enhance Executive in Residence series
Business & Technology
One Time & Continuous Facilities Requests
• Agriculture construction of research greenhouse
• Agriculture renovation of labs in Knoblauch Hall
• Agriculture construction of equipment storage & field lab
19
College
of
Education & Human Services
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Education & Human Services
Academic Initiatives
• Offer B.S.Ed. in Special Education Program in QC
• Offer Early Childhood teaching certification in QC
• Explore possibility of establishing School of Law
Enforcement and Justice Administration
• Increase the number of high-quality blended and online
courses
• Submit the collaborative Art and RPTA Museum Studies
master’s degree in QC
• Propose Ph.D. in Criminal Justice
21
Education & Human Services
One Time & Continuous Facilities Requests
• Science Education Center renovation
• Dietetics, Fashion Merchandising & Hospitality textile lab
renovation
22
College
of
Fine Arts & Communication
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Fine Arts & Communication
Academic Initiatives
• Attain NASAD accreditation
• Attain NAST accreditation
• Expand WIUM broadcast service to Knox
County
• Develop Museum Studies Program in the QC
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Fine Arts & Communication
One Time & Continuous Facilities Requests
• Brown Hall Renovation
• New Visual Art Studio
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University
Libraries
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University Libraries
Academic Initiatives
• Create an information commons within WIU
Libraries: Phase One
• Improve the Libraries storage capacity for its
existing and future print collections
• Improve Library efficiency
• Increase technology innovation to provide the
delivery of information
27
University Libraries
One Time & Continuous Facilities Requests
• Compact Shelving
• Shared instructional classroom (high tech)
28
WIU-Quad Cities
Academic Initiatives
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Continue emphasis on increasing WIU-QC enrollment to 3,000
students
Continue to strengthen relationships with community colleges,
regional economic development groups, governmental
representatives, community, and major employers in the area
Continue comprehensive campaign planning efforts for WIU-QC
Develop the WIU-QC external advisory board
Continue planning Phase I of the Riverfront Campus
Continue to expand BOT/BA to be a totally online program
Continue to work with academic departments to develop
concentrations or emphases in the BOT/BA degree program
Continue to open new markets for non-credit programming in the
region
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Center for Innovation in Teaching & Research
Entrepreneurship Center
Graduate Studies
Illinois Centennial Honors College
Illinois Institute for Rural Affairs
Registrar
Office of Sponsored Projects
University Advising & Academic Support
University Computer Support Services
Assessment of Student Learning
First Year Experience
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Integrated
Instructional
Technology Plan
31
Academic Affairs Integrated
Instructional Technology Plan
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Wireless connectivity for the entire Macomb campus (all buildings and
green spaces) to allow access to library resources, online class materials
and the Internet from any place on the Macomb campus before the
beginning of the Fall 2007 semester
Hire College-based support personnel for instructional technology, with
responsibilities to include assistance and training in educational technology,
electronic classroom support and instructional/web design
Development and implementation of a plan for accelerated deployment of
centrally funded and maintained electronic classrooms (Minimum 20 per
year)
Establish a centrally funded and administered checkout program for laptops,
projectors and other educational technology for faculty and staff
Provide the necessary infrastructure (i.e. electricity and wireless network) to
support student use of laptops in all classrooms
Centralized coordination/funding of infrastructure for effective classroom
support and maintenance, with the need for specialized support designated
to each college. We must have the autonomy to determine/promote/use
new and emerging technologies as they apply to our specific disciplines.
32
Division of Academic Affairs
Technology Requests
Arts & Sciences
• Instructional Technologists (2) to support classrooms, computer labs, and
faculty/staff offices
• Web master to support websites and instructional design needs
Business & Technology
• Software applications technician/instructional technologist/ web master to
install and maintain sophisticated software packages
Education and Human Services
• Data processor/data management specialist to write programs and create
web interface capabilities
• Instructional designers (2) to assist faculty in developing distance delivery
courses and programs
• Computer help desk personnel (2) to provide electronic classroom and
computer maintenance/support
33
Division of Academic Affairs
Technology Requests Cont’d.
Fine Arts & Communication
• Lab technician to support Art Department’s graphic design lab
• Technology support personnel to network computers in Broadcasting video
and audio suites to other locations and support instructional delivery
technology
• Instructional technologist/web master to maintain websites
University Libraries
• Web developer to support web project and library systems implementation
• Microcomputer support specialist to install, maintain and support library
microcomputers
Illinois Institute for Rural Affairs
• Database and web development skills to work in communities and within
IIRA
• Computer hardware and software skills to work in rural communities and on
IIRA projects
• Computer hardware and software development skills to build IIRA’s IT
infrastructure
34
Division of Academic Affairs
Technology Requests Cont’d.
University Advising & Academic Support Center
• Web developer to redesign website and create single portal websites
University Computer Support Services
• Technology skills
Assessment of Student Learning
• Web designer to develop and maintain website
First Year Experience
• Web designer to develop and maintain website
35
Academic
Vice President
Priorities
36
Academic Vice President Priorities
I.
Maintain and enhance excellence in instruction and research:
1.
Replace one for one faculty openings
FY07 Faculty Hires
Arts & Sciences
18 Tenure track faculty (7 WM, 7 WF, 2 HM, 1 AM, 1 AF)
2 Chairs (1 WM, 1 AIF)
Business & Technology
10 Tenure track faculty (3 WM, 2 WF, 5 AM)
1 Chair (1 WM)
Fine Arts & Communication
7 Tenure track faculty (2 WM, 2 WF, 2 AF, 1 HM)
3 Chairs (2 WM, 1 AF)
Education & Human Services
11 Tenure track faculty (6 WM, 3 WF, 2 AF)
2 Chairs (WM)
Dual Career Hires - 1 AIF, 1 WM
2.
3.
4.
Ensure outstanding academic leadership at level of Director, Chair, and Dean
Use our ‘Dual Career Program’ to achieve our diversity goals
Recognize the role of research to infuse and strengthen the core teaching
mission
37
Academic Vice President Priorities Cont'd
II. Review and balance our degree portfolio to meet the institutional vision statement:
1.
Faculty Senate approval of a foreign language/cross cultural requirement
2.
Ensure the success of our students beginning with the First Year Experience
(FYE)
•
National Survey of Student Engagement (NSSE) showed a remarkable
23% improvement in Student-Faculty Interaction, a key FYE goal
3.
Ph.D. in Criminal Justice
III. Strengthen the academic reputation of the institution through professional programs:
1.
Macomb: Bachelor of Science in Nursing: RN to BSN, ADN to BSN, and prenursing to BSN
2.
Quad Cities: School of Engineering/Technology: tie to River Tech, the Rock
Island Arsenal, the Midwest Intellectual Property Institute, and Deere
3.
Manage faculty responsibilities to ensure maximum instructional impact of
major grants
38
Academic Vice President Priorities (Cont.)
IV. Realign programs at the Quad Cities campus to achieve and sustain the goal of
3,000 students.
Education & Human Services
•
1.
2.
3.
Enhance
One new tenure line to LEJA for undergraduate and graduate programs
Enhance undergraduate Special Education
Additional summer funds for three credit hour education classes for Teacher
Education Program.
39
Academic Vice President Priorities (Cont.)
Education & Human Services cont'd.
• Maintain:
1. Security Administration Minor (undergraduate)
2. MAT (Secondary Education) offered by EIS
3. Elementary Education major (undergraduate)
4. RPTA major (undergraduate)
5. Counselor Education graduate program
6. Educational Leadership graduate program
7. MS in Education in Educational and Interdisciplinary Studies
8. MS in Education: Reading in Springfield*
9. LEJA Graduate Program in Chicago and Springfield*
* monitor travel and housing costs in comparison to tuition generated; require department
to fund if travel and housing costs higher than tuition revenue
40
Academic Vice President Priorities (Cont.)
Education & Human Services cont'd.
•
1.
2.
3.
4.
•
1.
2.
3.
•
Monitor for potential closure based on time (semesters) to degree or lack of
faculty resources:
Police Executive Administration Post-Baccalaureate Certificate
MS in Education - Elementary Education: 10 semesters
MS in Education - Reading: 11 semesters
Health Services Administration Certificate
Recommend for closure:
MS in Sports Management
MS in Kinesiology
Instructional Design and Technology Post-Baccalaureate Certificates
Of the $300,000 new instructional dollars to support the Quad Cities campus,
COEHS received $100,000: $62,001 for a tenure track faculty in RPTA; the rest
for adjuncts. These adjunct dollars should be redirected to support the
recommended enhancements based on COEHS priorities.
41
Academic Vice President Priorities (Cont.)
Business & Technology
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1.
2.
3.
4.
Enhance
Offer the undergraduate degree in Computer Science, beginning fall 2007, with
one new tenure track faculty member for the program
transform the MBA from the current 60 credit hours to 45 credit hours to match
those of the University of Iowa and St. Ambrose University, and still remain
consistent with AACSB accreditation guidelines. (Adjust credit totals to meet
needs of students with business undergraduate degree and those with another
degree.)
strengthen the Supply Chain Management (SCM) minor and offer an SCM
emphasis in the redesigned MBA.
eliminate multiple majors and create a single BBA with existing majors and
minors.
42
Academic Vice President Priorities (Cont.)
Business & Technology cont'd.
•
1.
2.
3.
•
Recommend for closure:
BB in Information Management
minor in Finance (undergraduate)
Master of Accountancy
Of the $300,000 new instructional dollars to support the Quad Cities campus,
COBT received $100,000: $78,000 for a full time economics faculty member and
the rest as adjunct funding. These adjunct dollars should be redirected to
support COBT enhancement priorities.
43
Academic Vice President Priorities (Cont.)
Arts & Sciences
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Develop the BaLAS degree as a program to 'capture' traditional aged transfer
students from Quad Cities regional community colleges. While housed in the
CAS, the BaLAS will allow other colleges to add 'program strands' to meet
existing and emerging needs in the region. Success of 'strands' will then be
used to develop priorities (needs assessment) for new faculty and staff positions
when the Riverfront campus is built.
CAS programs limited to minors will be part of the BaLAS degree until sufficient
enrollment warrants review of potential 'stand alone' degrees.
The BaLAS and the BOT degrees will complement each other with minimal
student overlap, as they meet the needs of different student populations. The
BaLAS must also be sufficiently agile and responsive to attract students now
enrolling in other institutions in the Quad Cities region.
Based on a needs assessment a complementary MaLAS degree at the graduate
level will be supported on terms similar to that for the BaLAS.
Accelerate the partnership with the Niabi Zoo to support programs in zoology,
biology, etc.
44
Academic Vice President Priorities (Cont.)
Arts & Sciences cont'd.
•
CAS has already reallocated over 4 FTE positions to support its Quad Cities
programs. The CAS received no instructional dollars from the $300,000
allocated to support the Quad Cities campus. Recommend two positions in
FY08 (Humanities and Social Sciences) and one in FY09. The College will be
responsible for advising students in its programs.
•
1.
2.
Monitor closely:
Master of Arts in English
Master of Science in Biology
45
Academic Vice President Priorities (Cont.)
Fine Arts & Communication
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Continue to explore joint programs with the Figge Museum to include: Summer
Drawing Academy and possible Museum Studies MA with the RPTA
department.
Investigate a 2 + 2 in Broadcasting with Black Hawk Community College
Of the $300,000 new instructional dollars allocated to support the Quad Cities
campus, COFAC received $46,008 which they are using for a temporary faculty
position in Communications.
Extension
•
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Travel remains at about $100,000/year (both reimbursement and 'wind shield'
time). As the planning memos have indicated, travel, including between
Macomb and the Quad or the reverse, must be justified based on program
needs.
Seek to craft a new full time instructional position for the Quad Cities campus
from travel savings.
46
Academic Vice President Priorities (Cont.)
IV.
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Distance Learning: Realignment and Priorities: February 5, 2007 memo
Discussions and review over the past two-three years have made it clear that a
realignment of distance learning is needed
Issues have included:
1.
2.
3.
4.
5.
•
the connection between distance and the Board of Trustees (BOT) Program
the absence of existing institutional measures to judge the ‘quality’ of our courses
and prepare for NCA accreditation review
how many courses are actually counted as ‘distance’ on campus
how to pay for the development, design, and instruction of distance classes
how to create incentives for the academic departments and colleges to offer
distance programs
As the February 5, 2007 memo notes: “While these discussions have been
healthy in identifying the issues at hand, they have also given rise to frustration
over how best to manage our distance learning capability.”
47
Academic Vice President Priorities (Cont.)
•
That memo asked Dr. Mandeep Singh in his capacity as Director of the Center
for Innovation in Teaching and Research (CITR), to lead our distance learning
initiatives.
•
To date:
1.
the Distance Learning Advisory Board with members from the academic
units, as well as from CAIT, has been constituted to be the single
institutional portal for these initiatives
2.
Roger Runquist and two existing staff positions have been assigned to
CITR to support distance learning efforts
3.
The University has instituted a $30/sch instructional enhancement to
support these distance initiatives
4.
Dr. Singh and the Board will manage and allocate all financial support
for distance learning, will be directly responsible to the P/AVP, and will
be the sole institutional venue to recommend new courses and degress
via distance.
48
Academic Vice President Priorities (Cont.)
•
The February memo also identified four specific priorities for Dr. Singh and the
Board:
1.
2.
3.
4.
To identify the courses (40 credit hours) needed to complete the ‘on line’
BOT degree; provide funding and training to migrate paper based
courses on line and manage all scheduling in close cooperation with the
academic leadership of the BOT. Identification and development of new
on-line courses will also fall within the responsibility of the Board.
To coordinate the technical and training support required for our many
‘blended’ on line activities.
To develop initial measures for assessing the ‘quality’ of an on line
course to insure that the institution’s on line programming has a shared
set of expectations. The Faculty Senate has been invited to participate
in this initiative to ensure faculty involvement with distance
programming.
To review our current ability to possibly expand distance learning given
our ability to compete in the highly competitive distance environment.
49
Academic Vice President Priorities (Cont.)
•
The next steps:
1.
CITR will be relocated to become part of the new ‘digital commons’ now
being planned for the garden level of the Malpass Library. This will
provide a single office location on campus for these activities.
2.
CITR will assume responsibility for all distance programs. This will
provide a single academic ‘portal’ for distance activity.
3.
A national search will be initiated for a Director of CITR. This will result
in a single person who will be responsible to the campus community to
implement the four priorities crafted for distance learning over the
coming years.
50
Academic Vice President Priorities (Cont.)
V.
Enrollment management/marketing strategy as a response to changes in the
State:
•
Admission to the University versus 'growing' programs with demand, quality, and
post graduate opportunity
Academic areas of distinctiveness: competition for students and faculty
Academic programs and the changing demographics of the state
Community colleges: four year degrees and residence halls
The University Theme as a 'thread' for the campus
Post FYE: what about sophomores, juniors, seniors, and transfer students?
In sum: "Why Western?"
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51
Future Guidelines
For the Academic
Master Planning
Process
52