Planning Presentation
Academic Affairs Division
Presented on behalf of the
Western Illinois University
Faculty
April 19, 2005
Summary
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Evolution of the Academic Master Plan
Budgeting Basics
Status of Initiative from 2004 Academic Master Plan
Priorities by College:
College of Arts and Sciences,
College of Business and Technology,
College of Education and Human Services,
College of Fine Arts and Communication
Quad Cities Campus
Centennial Honors College
University Libraries
Single Impact Projects
Academic Unit Priorities 2005-2006
Academic Vice President Initiatives
Future Guidelines for the Academic Master Planning
Process
Evolution
of the
Academic Master Plan
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?
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.
Fall 2004, we began our initial efforts to produce
an Academic Master Plan to guide our planning over
the coming months and years. At that time, I
requested that the Deans work with their department
chairs and faculty to develop college-wide plans.
The Academic Master Plan’s two processes - vertical
and horizontal – requested planning within academic
units as well as initiatives which encourage activity
between university divisions.
The planning process moved into a second
stage where the documents submitted by the
academic units were made available for review by all
faculty and faculty governance groups.
January 27, 2005
This year we followed a similar process with these
timelines:
¾ No later than March 14: Academic plans available online
¾ By March 23: Responses solicited online as well as from Faculty
Senate and UPI
¾ No later than April 8: Draft of Academic Vice President’s comments
for public presentations: Provost/Academic Vice President web page
¾ April 19: Public Presentation
¾ April 19 onward: Academic initiatives and resource allocation
recommendations consistent with the University Strategic Plan and
University budgeting processes
Budgeting
Basics
1) The academic affairs budget is primarily financed
by state appropriations.
2004-2005
Total Personnel services
Total Operating services
Total Budget
2) Personnel to units
3) Operating units
$57,946,756
$ 6,295,666
$64,236,442
Budget Comparison
70,000,000
60,000,000
50,000,000
Personnel
Operating Units
Operating Units
40,000,000
30,000,000
Total
20,000,000
10,000,000
0
2004 2003 2002 2001 2000
Status of
Initiatives from
2004 Academic
Master Plan
COLLEGE OF ARTS AND SCIENCES
Creation of an Institute for Environmental Studies
Builds on interdisciplinary strengths within the University
Extends Minor in Environmental Studies
Partnerships with Kibbe, the Nature Conservancy and others within
proposed Great River Consortium
Creation of a Survey Research Center
Partnerships between Political Science, Sociology/Anthropology,
Psychology and Illinois Institute for Rural Affairs (IIRA)
Survey instruments with economic impact for region
BS in Forensic Science (Chemistry)
Builds on two existing forensic science minors: (Forensic Chemistry and
Forensic Science)
Interdisciplinary in scope, students can come from multiple programs:
natural sciences, law enforcement, health sciences
Transfer the Department of Social Work to the College of Education
and Human Services
Greater synergy in human services will result as well as support the
health care program in the Quad Cities
COLLEGE OF BUSINESS AND TECHNOLOGY
Prepare for AACSB interim report next year
Expand programs at the Quad Cities campus
Enhance the existing MBA to allow completion within 1-2 years
Expand program options within the existing undergraduate program
Develop new major in Supply Chain Management
Increase the number of Certificate Programs and Professional
Workshops
Explore the Quad Cities market for professional workshops targeted at
corporations with international operations
COLLEGE OF EDUCATION AND HUMAN SERVICES
Fully integrate the Department of Social Work into the College
Move Dance from the Department of Physical Education to the College of
Fine Arts and Communication: Department of Theatre
Rework the proposal for the Ed.D. in Educational Leadership
Expand programs at the Quad Cities campus
COLLEGE OF FINE ARTS AND COMMUNICATION
Move Tri States Public Radio (WIUM) from the School of Extended
Studies to the College of Fine Arts and Communication
Fully incorporate the Dance faculty into the Department of Theatre
from the Department of Physical Education in the College of
Education and Human Services
Explore separating the Division of Broadcasting from the Department
of Communications
Explore renaming the Department of Music to the School of Music
Seek Funding for Faculty Position to support new BFA in Musical
Theatre
University Libraries
Priorities:
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II.
III.
IV.
Evaluate and enhance the University Libraries’ electronic
and print sources in light of the curricular needs of the
University and statewide statistical collection norms
Improve the University’s appropriate and innovative use
of information resources
Continue to explore and participate in external and
internal cooperative arrangements that support the
University mission, expand the libraries’ resources, and
encourage intellectual and cultural development
Enhance the University Libraries’ staffing levels,
resources, and services to meet or exceed state and
national norms
CENTENNIAL HONORS COLLEGE
Enhance undergraduate research opportunities and participation
by students in conferences
Build a separate doorway with signage to the Honors College
Build a program to focus on recruitment of academically talented
students from under represented groups
Single
Impact
Projects
The President has requested each division to identify
single projects with visible impacts:
Department of
Kinesiology
-Bio-mech lab
COBT
-Computers for 3rd
floor labs
COFC
-Equipment Funds
CAS
-Survey research labs
Faculty
Development
-New offices in Library
Academic Unit
Priorities
2005-2006
(All on Web Page –
http://www.wiu.edu/provost/2
005AcademicMasterPlan/inde
x.shtml)
College of Arts & Sciences
Continuing and New CAS
Initiatives for FY06
Institute for Environmental Studies
Undergraduate Research
¾Establish a CAS Student/Faculty Research and
Creative Activity Fund
¾Promote and recognize pro-active faculty involved in
undergraduate research, experiential and service
learning
Forensic Chemistry
¾Establish a forensic chemistry laboratory
¾Hire a forensic science faculty member
Neuroscience Minor
¾Construct a neuroscience laboratory
¾Construct a neuroscience teaching laboratory
Psychology Clinic
¾Explore the possibility of changing from a free to
a sliding fee-for-service clinic
¾Hire additional faculty members for the clinical
and School Psychology programs
Geographical Information Systems
¾Convert an obsolete laboratory into a GISsupporting classroom
¾Upgrade the teaching laboratory through the
purchase of computers and other equipment
Accelerated BS/MS degrees
¾Investigate the possibility of an accelerated program
that allows students to receive a BS and an MS in 5
years
Masters in Mathematics
¾Complete the revision of the Masters in Mathematics to
include a Masters in Applied Mathematics
Graduate Certificates
¾Begin to offer the Graduate Certificate in Public Policy
¾Develop a Graduate Certificate in Applied Mathematics
¾Explore Graduate Certificates in:
•Race and Gender
•African and African Diaspora World Studies
•Women’s Studies
Liberal Education and Liberal Arts and Sciences
Masters Degree
¾The College will support the Liberal Education
mission
¾The Liberal Arts & Sciences Masters degree will
serve nontraditional students
Physical Environment
Support attainment of adequate classroom, office, and
laboratory space for faculty and students.
¾Morgan Hall Classrooms: Many classrooms within
the college are old and outdated
¾Single occupancy faculty offices: The conversion
of two rooms within Morgan into office space and
the division of 6 two-person offices into smaller
single offices would allow 22 faculty to have single
offices
¾Simpkins Remodel: Remodeling of Simpkins 341
would result in a redesigned Writing Center to
better serve its clients, adequate space for English
graduate/teaching assistants, the construction of a
35-seat classroom, and an office complex large
enough to hold an additional small to moderate
department
¾Waggoner Hall: The HVAC system needs to be
replaced
¾Currens Hall (our science facilities): Theses buildings
could be remodeled, but a better solution would be the
construction of a new, modern science building.
Outreach Activities
¾Provide continual support and encourage
entrepreneurial development of selected College’s
research/outreach units, including the Environmental
Studies Institute, Western Survey Research Center,
Geographic Information Systems Center, and Psychology
Clinics
¾Provide continual support to Writing Center, Teaching,
Learning, and Technology Center (TLTC), Geology
Museum, and other outreach units
Advancement Plans
¾Develop and Support College’s newsletter
¾Hire the College Advancement Officer
¾Develop College’s Alumni Advancement Board
College of Business &
Technology
Academic Master Plan
2005-2006
Priority One: Improve the quality of existing programs and
the educational experiences provided to all students
¾With AACSB-International accreditation of business and
accounting programs at the undergraduate and graduate
levels, the College has established a well-deserved
reputation for quality and continuous improvement.
¾In recent years the quest for quality in our programs has
become a challenge to maintain. Other than a special
$100,000 supplement to address the growing need to
expand our MBA program and undergraduate offerings at
our Quad Cities Campus, the College has essentially faced
eroding budget allocations over the last several years.
¾ Faculty who resign or retire must be replaced in order to provide
quality education for students.
¾ Funding reductions to the College has also resulted in the
gradual erosion in the percentage of faculty at the
undergraduate level considered to be terminally qualified.
¾ Added funding is needed to raise the academic programs falling
below our goal of a minimum of 60% and above the standard
set by AACSB International, i.e., 50% of SCH generated by
academically qualified faculty.
Priority Two: Expand programs at the Quad Cities Campus
¾For over fifteen years, the College has offered selected
undergraduate majors in the Quad Cities.
¾Since 1996, the Master of Business Administration
degree has been available using the CODEC system, and
the Master of Accountancy was later added using the
same technology. With the near elimination of the use of
the CODEC system, a full-time MBA program was offered
beginning in the fall 2004.
•Expansion of the Master of Business Administration
program
•Enhance existing undergraduate programs
At the present time, full-time, tenure track faculty
are not available at the Quad Cities in the areas of
Engineering Technology and Supply Chain
Management.
• Offer a Master of Science in Engineering Management
An advanced degree in engineering is not available
in the Quad Cities area for resident engineers in a
variety of professional engineering fields. An M.S. in
this technical area would be very attractive to a
large number of individuals.
• Offer an undergraduate major in Computer Science
If the Quad Cities Campus is going to have relevant
opportunities for site-bound students, this major is
very desirable.
• Offer a Master of Science in Computer Information Systems
The Master of Science Degree in Computer
Information Systems would provide a blend of
information management and computer science.
• Expansion of the Master of Accountancy degree
Priority Three: Develop new programs and initiatives
•Provide First Year Experience sections
The College of Business and Technology will
participate in the University-wide First Year
Experience program by providing special
introductory sections of agriculture (AGR 120),
business (IM 125), and economics (ECON 100).
•Develop an Executive Studies Center at the Quad Cities
Campus
With the expansion of the MBA program well
underway, an extension to offer business and
industrial executives additional educational
opportunities is an attractive opportunity. A
program somewhat similar to the successful Center
for Management and Professional Development on
the Macomb Campus is envisioned.
New Major in Supply Chain Management
9Seek ABET accreditation for Manufacturing Engineering
Technology
The engineering Technology Department will pursue
program accreditation for the Manufacturing
Engineering Technology major.
9New grants for international and other activities
The College has a long history of developing ongoing
relations with universities in other countries. At the
present time, approximately 22 formal exchange
agreements have been signed with these universities.
Successful federal grants have developed cooperative
projects with the universities in England, France, Russia,
the Netherlands, Brazil, Canada, and Mexico.
9Reestablish the Center for Economic Education at WIU
A Center for Economic Education has the potential for
generating additional revenue, attracting high quality
students, and enhancing the reputation of the CBT and
University.
Priority Four: Expand Faculty Development Opportunities
•Provide financial assistance to instructors wanting to
pursue doctoral degrees
•Enhance support for continuing professional education,
paper presentations at professional conferences, and
professional development
•Work with Faculty Development to provide workshops in
cultural sensitivity, best practices in the classroom, and
program outcomes and assessment measures
College of Education and Human
Services
Academic Master Plan
March 2005
Primary Initiative: Educational Leadership
Ed.D.Program
The College has identified the approval and
implementation of the Educational Leadership
doctoral program as our primary initiative
Outcome: During the twelve months, our goal is to
achieve the following five objectives…
1. Complete a successful team visit by the Higher Learning
Commission (HLC)
2. Receive approval from North Central Association (NCA)
Board of Trustees to proceed with the program
3. Secure funding for additional program faculty and
resources
4. Identify the program’s initial student cohort
5. Begin the instructional program
Creation for a Center for Professional Education
Preparation
The COEHS Dean’s Office proposes to create a Center for
Professional Education Preparation to centralize the
personnel, services and resources that support the
university-wide Teacher Education Program.
Outcome: The Center for Professional Education
Preparation will be established as a result of accomplishing
the following objectives…
¾Appoint a Director for the Center for Professional
Education Preparation
¾Realign the current Teacher Education Program offices
and staff with the Center for Professional Education
Preparation
¾Complete the necessary construction to locate the
Center for Professional Education Preparation in Horrabin
Hall 99
¾Open the Center for Professional Education Preparation
Reconfigured Associate Dean Positions
The COEHS Dean’s Office will reconfigure the roles and
responsibilities of its Associate Dean positions.
Outcome: The primary responsibilities for the two Associate
Deans will be as follows…
Associate Dean for Academic Affairs:
ƒGraduate program oversight
ƒDistance learning initiatives
ƒProgram assessment, review and accreditation
oversight
ƒInternational initiatives
ƒFaculty and student research
ƒDean’s representative on student issues
Associate Dean for Administration:
ƒContract implementation
ƒBudget planning and implementation
ƒSummer school planning
ƒSpace and facilities planning
ƒQuad City Liaison
ƒDean’s representative on faculty issues
New Faculty Tenure Track Positions
The College seeks to add four new tenure track faculty
positions for FY06 in accord with Phase One of Four-Year
Strategic Plan to Address Staffing, Workload and
Program Growth.
Outcome: During Phase One, the College is requesting an
additional faculty member for the following programs…
¾Social Work
¾Hospitality
¾Adaptive PE/Pedagogy
¾Health Services Management
Establishment of an Office of Research Design and
Analysis
The College seeks to establish an Office of Research Design
and Analysis to assist the research efforts of College faculty
and program majors as well as to provide outreach services
to practicing professionals in the fields of education and
human service.
Outcome: An Office of Research Design and Analysis within
COEHS will be established to address the following
objectives…
¾Assist the COEHS faculty and majors to design,
implement and execute meaningful research within their
respective fields
¾Facilitate interdisciplinary research initiatives within and
across COEHS’s education and human services
departments
¾Offer fee-based research, assessment and analysis
services to the education and human service professional
communities within the WIU service area
Fulfill additional staffing needs identified through
Departments’ Strategic Plans
The College seeks to address disproportionately high
teaching loads over a four-year period through program
reassessment and re-appropriation as well as through
additional funding. The following prioritized departmental
staffing requests, represent the initial phase of planning and
implementation.
Outcome: The ACE loads of tenure track faculty are
relatively high, adding to the challenges associated with
reaching and exceeding the research and scholarly
outcomes one aims to achieve as a comprehensive
university. Reduction in teaching loads will creat
opportunity for research and provide a more inviting
atmosphere in the recruitment of entry level tenure track
faculty members.
Prioritized Personnel Requests
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9.
Kinesiology – Twelve additional TA positions to handle activities
courses, providing TT faculty members with lighter teaching loads.
DFMH - A TT Fashion Merchandising position to reduce stress on
teaching loads and address curriculum needs in a department
experiencing rapid growth.
Educational & Interdisciplinary Studies – In order to cover summer field
study, two Associate Faculty positions would move from 9 month
appointments to 10 month appointments.
Law Enforcement & Justice Administration – Fourteen credit hours of
adjunct instruction to reduce teaching loads and address increasing
demand.
Instructional Technology & Telecommunications – Six credits of adjunct
instruction and one 2/3 time graduate assistant to address increasing
demand.
Kinesiology – Seven credits of adjunct instruction for Athletic Training,
based on curriculum needs and accreditation standards.
Curriculum & Instruction – Sixteen credits of adjunct instruction to
reduce teaching loads.
Law Enforcement & Justice Administration – Two graduate assistants
to serve departmental needs and assist with PhD proposal
development.
Law Enforcement & Justice Administration – Two additional Associate
Faculty positions to relieve tenure track teaching loads.
College of Fine Arts &
Communication
Immediate Academic Planning & Goals
Establish an Artist-in-Residence Position at Figge
Art Museum
The Department of Art, in conjunction with
the Figge Art Museum of Davenport, will share
an Artist-in-Residence housed at the museum.
This position will solidify the new relationship
between the WIU Department of Art and the
museum.
Graphic Design Faculty in the Quad Cities
The Department of Art requests two-year incremental
funding for two Quad Cities based positions. The
department will offer upper division graphic design
courses in the Quad Cities during the fall 2005
semester. A position in graphic design is necessary
to carry out this mission of art’s expansion into the
Quad Cities. In the second phase of the expansion,
the Department of Art also is creating and will offer
Digital Photography major and coursework on both
WIU campuses for the Fall 2006 semester. A second
position, a Digital Photographer, is requested for
FY 07 and will compliment the graphic designer also
based in the Quad Cities. See table for the budget
request for this item.
Change Music Unit Title from Department of Music to
School of Music
Within the context of the University Strategic Plan we
must be the leading comprehensive School of Music
within the United States. Currently the Department
of Music has a comprehensive curriculum with
Bachelor’s Degree Programs in Applied Music,
including Instrumental Performance, Vocal
Performance, Jazz Studies, and Composition. It also
offers degrees in Music Education, Music Therapy, and
Music Business. We are also unique in that the
instructional and performance faculty includes four
resident faculty ensembles: The Camarata Woodwind
Quintet, the Lemoyne Brass Quintet, the Julstrom
String Quartet, and the Hopper Jazz Sextet.
Welcome Dance Program into College
To welcome three new faculty members from the
Department of Kinesiology into the Theatre Department and
integrate the area of Dance to the Department of Theatre, and,
change all appropriate materials to read the “Department
of Theatre and Dance”.
Welcome the Performing Arts Society and Bureau of
Cultural Affairs into the College
Submission of the proposal to reorganize the PAS and BCA
into COFAC has been accepted with initial transitional steps
already underway. Physical relocation to Browne Hall of the
BCA staff must occur prior to summer 2005.
Addition of an Associate Dean and a Development Officer
This must occur to allow the college to realize and fulfill its
mission. The College of Fine Arts & Communication is the only
college without an Associate Dean’s position.
Move Debate Program into the Honors College
Relinquish control of the debate program to the Honors
College. Debate is a university program and should be
housed in Honors to allow proper growth and support of its
efforts.
Hire Underrepresented Faculty Person
We propose that the FYE program, an Affirmative Action
funding request, and college salary savings resources jointly
fund this position.
Reinstate the Equipment Budget Lines in the College
Lost tot a 4.9% reallocation and reduction at the start of FY05,
these lines are important to the mission of this equipment
intensive college. The college’s current instructional and
service equipment inventory is valued at $5,467,351.00.
Establish a Department of Broadcasting
The Broadcasting Division of the Department of
Communication is composed of seven full-time members, one
full-time chief broadcasting engineer and a half-time secretary.
Six of the seven faculty positions are tenure-track.
Broadcasting is a well- established program within the
Department of Communication. The faculty believes that the
Broadcasting Division can make a successful transition to
department status. This move will result in increases for the
recruitment of potential Broadcasting majors/minors to
Western, greater visibility of the program and faculty, higher
quality educational programs, and enhanced outreach to the
community.
Staff Position in Music for Instrument Repair and Inventory
Control
It is the belief that the establishment of a musical
instrument repair position would pay for itself over a period of
time by maintaining instruments through an internal position, by
reducing losses of instruments, and by providing preventive
maintenance. Currently, all repair work is handled through
independent contractors.
Short-term Academic Planning and Goals
(One to Three Years)
Accreditation for Departments of Art and Theatre and
Dance
The Department of Art is actively pursuing NASAD
accreditation with a scheduled on-site preliminary visit during
the spring of 2005 semester. The Department of Theatre is
beginning the process for NAST accreditation. The process is
not swift, thus accordingly, it is planned that both programs are
fully accredited by spring semester 2007.
Broadcasting Courses in the Quad Cities
A dialogue between WIU’s Macomb and Quad-Cities
campuses with Black Hawk College will commence this spring
2005. We intend to discuss offering upper division courses in
broadcasting at Black Hawk College with a dual admission
process being developed.
Develop an MFA Degree in Studio Art
The Department of Art has excellent and qualified faculty. Its
faculty members exhibit nationally and internationally and all
have earned the appropriate credentials to offer an MFA in
studio art. The art faculty has begun the initial planning and
discussion process. The expected timeline for the completion
of the development and approval process is Fall 2006 with
students begin admitted by Fall 2007.
Establish a Sister School Relationship with a University
Abroad
Discussion is beginning to establish a relationship with the
Conservatory of Music at the University of Costa Rica in San
Jose, Costa Rica.
Develop an online MA degree Broadcasting Convergent
Technologies
The broadcasting division currently offers several courses on
line at the undergraduate level. The faculty has the ability to
facilitate a degree program completely on line. The expected
timeline for completion of the development approval processes
is Fall 2006 with students being admitted by Fall 2007.
Develop a MA degree in Museum Studies
Discussions have begun between WIU faculty and Figge
Art Museum staff to create and develop a graduate degree in
museum studies. This degree is projected to be a unique
program for a state institution, promises to be popular, and one
that will solidify the relationship between the two entities.
Planned also is a certificate program for those wishing to
enhance their art history or studio art degrees.
Develop an Equity Theatre Program for the Quad Cities
and Macomb
The Department of Theatre is exploring the possibility of
operating a professional theatre in the Quad Cities that would
also interact with and present on the Macomb campus. We are
supporting one faculty member on sabbatical leave who is
exploring all possibilities for the venture in the Quad Cities
which includes site possibilities, possible renovation costs of
existing facilities, major donors, subscription audience
building, and all other matters surrounding this venture.
Hopefully, upon receipt of his report in Fall 2005, we will have a
better picture of the opportunities available to us.
Explore adding a new emphasis in a Comprehensive
Theatre Major with an Emphasis in Dance
This is a natural outgrowth of the merger of the dance program
into a fine arts program. Creation of such a program will better
train students for the professional world and, as such, is in line
with the strategic plan of the university.
Hire a Production Manager for the Department of Theatre
and Dance
Define the duties of a Production Manager, and request
funding for this new position. Conduct a search during spring
semester 2006 for placement in the fall of 2006. This person
will also be integral in the development of the Equity Theatre
Program.
Faculty position in guitar
In addition to the support of current programs in jazz studies,
music education and music therapy programs, this is the most
requested area of applied study. This is one area of applied
study missing in our program’s offerings and perhaps
necessary in our goal to becoming a leading comprehensive
Music School. It is predicted that the person hired for this area
will be in very high demand.
Centennial Honors College
Compensation to departments for honors seminars taught
through the Honors College
Quad Cities Honors Program
¾ Potential material and recruitment strategy
¾ One hour honors seminar
New Honors Designation
¾ Increase honors retention
¾ Lower Division
¾ Upper Division – transfer and Quad Cities
¾ University Honors Macomb
Fund and coordinate university-wide undergraduate
research
Undergraduate research day
Development of interdisciplinary studies concentrations
New position – Assistant Director for Student
Programming, Publications and Outreach
Transfer of Debate Program from Department of
Communications to the Centennial Honors College
WIU-Quad Cities and School of
Extended Studies
Campus in Transition
Academic Master Plan
Western Illinois University – Quad Cities Campus
¾Development of an organizational chart with
reporting structures, supervisory responsibilities, and
the development of a team leader approach to
management at the campus
¾Attention to immediate budget shortfalls by
developing a more thorough understanding of all
expenses, as well as the development of files and
organizational budget notebooks for ease of budget
monitoring and planning.
¾Development of appropriate committees, allowing
for input from multiple units within the campus. This
included establishing the Quad Cities Coordinating
Committee.
FY06 Priorities for the Quad Cities Campus include:
¾Continuing focus on growing enrollment with
increasing efforts in marketing, recruitment, program
development, and increased course offerings in
collaboration with the Colleges.
¾Working collaboratively with the department chairs
and others involved in the pre-law professional
program a the Macomb Campus to assure the
necessary courses are offered a the Quad Cities
Campus.
¾Developing a more effective block-schedule for use
at the Quad Cities Campus.
¾Exploring initiatives that will improve retention and
begin development of a “Students in Transition” model
that focuses on non-traditional and transfer students
for retention and academic/personal success
¾Collaborating with the Director of Faculty Development
and others to develop a strong faculty and staff
professional development program, to include training in
technology and focus on the WIU annual theme.
¾Reviewing other ways that WIU-Quad Cities can be an
active community partner and give back to the community
through a Speakers Bureau and other activities.
¾Establishing a Quad Cities External Advisory Board for
the Quad Cities Campus.
¾Continuing the planning and development for the
Riverfront Campus.
¾Assuring that Non-Credit Programs as well as the
Executive Studies Program have a presence within the
Quad Cities area and that WIU reestablishes its presence
in non-credit and continuing education programming that
once existed.
¾Implementing the Honors Program at the Quad Cities
Campus.
University Libraries
Academic Master Plan
•Priority one: The evaluation and enhancement of the
University Libraries’ electronic and print resources
¾The funding for library materials at Western Illinois
University has historically been at low levels. While the
overall library materials budget was not cut in FY05,
continued inflation in the cost of the materials reduced
the purchasing power of our materials budge. Without
an increase in the materials budget for FY06, the
Libraries will lose 11% of the purchasing power we had
in FY05.
•Priority two: improving the appropriate and innovative use of
information resources, is a long-time strength of the Western
Illinois University Libraries.
¾In last year’s plan we stated goals to support distance
education. Since then the University Libraries has worked
with University Computer Support Services to install a
proxy server that allows students to login to all of our
subscription databases when they are not at the Macomb
campus. Additionally, an “800” telephone number was
installed to aid our distance education students in asking
for reference assistance. We soon will also be offering
online “chat” reference service that can respond to any of
the popular chat services our students are already using.
¾Another innovative use of information resources has
been the use of digitized material for document delivery in
filling interlibrary loan requests. Journal article
interlibrary loan requests are now filled by scanning an
article and then either emailing the article to a patron or
posting the article on a Web server for the patron to
retrieve.
•Priority three: Continuing to explore and participate in
cooperative arrangements is a cornerstone of the WIU Libraries’
philosophy.
¾Almost every component of the Libraries utilize these
cooperative arrangements to improve services and lower
costs–purchasing of library materials and services, the online
library system, interlibrary loan, our courier service, are all
examples of areas where we participate in external cooperative
arrangements.
•Priority four: enhancing the staffing levels, resources, and
services to meet or exceed state and national norms, is possibly
the largest challenge facing the University Libraries.
¾The previously mentioned National Center for Educational
Statistic’s Academic Library Peer Comparison too showed that
the WIU Libraries were also last among Illinois state university
libraries in both the number of librarians/professional library
staff per 1,000 enrolled FTE – and in the number of total staff
per 1,000 enrolled FTE. Staffing has not been reduced during
the tight budgets of the last few years. However, all the
anticipated funds from retirements went towards the budget
reductions, resulting in our inability to make needed personnel
changes.
¾Our ability to meet the needs of our students and
faculty is becoming increasingly hampered by physical
constraints, both in terms of space and aging physical
plant. We are in dire need of additional group study
areas.
¾Additionally, our Music Library is suffering from
overcrowding and solutions to providing more space to
that Unit need to be investigated.
¾Construction of compact storage and a cold room in
the basement of Malpass Library, have both been listed
as priority items for the University in the 2004 RAMP
document. The Malpass building was built to hold 1
million volumes and that number of holdings was
reached two years ago. The installation of compact
storage in the basement storage area of the Malpass
Library would provide another 25 years work of shelving
space.
Additional Recommendations on Certain Issues
¾University Libraries underscores the need to keep up-to-date
computers rotated in the Libraries. Information resources are
now computer driven.
Academic Vice President
Initiatives
The First Year Experience
Partnership between Academic Affairs and Student Services
Honors students entered Fall 2004 as the pioneer class
Full program begins with class entering Fall 2005
Committee has been meeting and planning (Judy Dallinger, Assistant Provost for
Undergraduate Studies: Committee Chair; K. Dale Adkins, Interim Chair - Department of
Recreation, Park and Tourism Administration; Matt Blankenship, Chair - Faculty Senate; David
Boocker - Chair, Department of English and Journalism; Kathy Cavins, Associate Vice
President for Student Services; Peter Cole, Department of History; Tracy Cruise, Associate
Professor – Psychology; Katrina Daytner, Faculty Senate/Educational and Interdisciplinary
Studies; Alan DeRoos, University Registrar; Nick DiGrino, Associate Dean-College of Education
and Human Services; Martin Dupuis, Honors College/Political Science; David Garcia, Director –
Office of Admissions; Joan Green, Director – Disability Support Services; Charles Helm, Chair –
Department of Political Science; John Hemmingway, Faculty Senate/Recreation, Park and
Tourism Administration; Douglas Huff, Associate Professor – Music; Rhonda Kline, Assistant
Director – Institutional Research and Planning; Inessa Levi, Dean – College of Arts and
Sciences; Angela Lynn, Office of the Registrar; Charles Malone, Chair – University Libraries;
Susan Martinelli-Fernandez, Honors College/Philosophy and Religious Studies; Dan Maxwell,
Director of Student Activities; Candace McLaughlin, Director – University Advising and
Academic Support Center; Cathy Onion, Instructor – Information Management and Decision
Sciences; Alice Robertson, Department of English and Journalism/Council on General
Education; Jim Schmidt, Associate Dean – College of Arts and Sciences; Tracy Scott, Director
– Student Development and Orientation; Bonnie Smith-Skripps, Dean – College of Education
and Human Services; Janice Welsch, Faculty Senate/English and Journalism)
FYE Recent Activities
Orienting Students to the Academic
Segment of the FYE
FYE Course Description
Co-Curricular Events in FYE Courses
Using Peer Mentors in FYE Courses
Support and Training for Teaching FYE
Courses
Center for International Studies
Consultant visit(s) and planning document prepared: (Dr. Steve Sacco,
Co-Director, Center for Business Education and Research, San Diego
State University, Western alum)
Provost’s Committee for International Studies constituted
(Chair-Thomas Tomlinson, Center for International Studies; Members: Bonny
Mhlanga, Law Enforcement/Justice Administration; Christian Lutz, Center for
International Studies; David Wright, Theatre; Guadalupe Cabedo-Timmons,
Foreign Languages and Literatures; James McQuillan, Computer Science;
Michael Davey, Community Health and Health Services Management; Mikhail
Grachev, Management; Richard Musser, Biological Sciences; Robert Lombard,
Curriculum & Instruction; Sandra Watkins, Educational Leadership; Sharon
Evans, Communication; Vincent Auger, Political Science; Warren Jones,
Economics; John Carlson, Agriculture; Susan Czechowski, Art; Ken Hawkinson,
Communication; Siyoung Park, Geography)
Recent Activities
Turkmenistan Cultural Cafe
Turkmenistan Golden Age Music & Dance Troupe (at Washington
Street Gym)
Sponsoring Food & Culture Club on Africa & Greece
Supporting/Development of Quad Cities Reverse Trade Mission
Recruitment trips to England and East Asia
Negotiated 14th new exchange agreement since CIS began
Sponsoring International Bazaar & providing booths
Assisting Global Education with ESL instruction
Tsunami Relief Effort
Creating Mentoring Program with Honors College
Finalized new CIS web page
Produced new faculty manual for short-term study abroad
Working with faculty development to produce workshops
Expanding intl. alumni contact - survey, letter, fundraising
Strategic Planning for Information Technology
Committee Members: James Huesmann, Chair; Mitch Davidson, Director of
University Computer Support Services (UCSS); James Schmidt, Associate Dean of
Arts and Sciences; Kathy Neumann, Chair of Computer Science; Barbara Taylor,
Research and Instructional Consultant (Dean’s Office); Andrea Allison, Computer
Systems Manager; Karmon Runquist, Instructional Technology Systems Manager;
Ryan Twitchell, Student, SGA Representative; Carole Carter, Director of Internal
Auditing; Hoyet Hemphill, Chair of ITT; Elaine Squier, Recording Secretary,
Computing and Information Technology; Bradley Dilger, English and Journalism; Hunt
Dunlap, University Libraries; Bob Emmert, Interim Director, Electronic Student
Services; Elvin Hodges, Director, University Information Management Systems;
Robert Lawton, Information Management and Decision Sciences Department; Donna
McCaw, Educational Leadership Department; Richard Ness, Broadcasting
Department; Stephen Straub; Information Management and Decision Sciences;
Jackie Thompson, Vice President, Administrative Services
Key components of the Strategic Plan
–
–
–
–
–
–
Realign current separate IT functions
Recommend calendaring system
Provide Service Level Agreements
Incorporate ResNet for students into the plan
Recommend a single platform for university distance education programs
Incorporate IT support for the existing and expanded needs of WIU-Quad
Cities
– Mesh distance education with robust Faculty Development Office
Support the expansion of university programs delivered via the
web
Faculty Development
Mission:
The mission of the Office of Faculty Development at WIU is to
provide the university community with opportunities and resources
for their professional and personal enrichment. This office will
acknowledge, recognize, and champion faculty in all their roles.
Specifically this office will:
Facilitate the development of outstanding faculty, staff, and
administrators who are enabled in their efforts/commitment to
providing superior instruction, conduct research, and service.
Facilitate the development of faculty, staff and administrators who
are proactive in managing/responding to changing external and
internal circumstances, including university, state, national, and
international priorities.
Provide programs for faculty, staff, and administrators that span
their careers. These include opportunities that address early,
middle, late, and post retirement career needs and interests.
Strengthen community at the University and encourage productive
collaborative relationships among all participants.
To accomplish this goal, programming is
offered in the following areas:
Enrichment of the teaching-learning process
Understanding and assessing student learning
Enhancing the effective use of technology in teaching
Promoting scholarly research and creative activities
Enhancing professional and service activities
Facilitating an ongoing
dialogue/exchange/communication on issues of
local/regional/national/global importance
Exposure to diverse view points
Provost’s Awards for Academic
Excellence
Excellence in Teaching
Excellence in Teaching with Technology
Excellence in Scholarly/Professional Activities
Excellence in University/Community Service
Excellence in Internationalizing the Campus
Faculty Development Advisory
Committee
Mandeep Singh is director of the Office of Faculty Development, and
reports to the Dean of Libraries and Assistant Provost for Computing
and Information Technology. This office is a collaborative effort that
includes a director, staff, and a team of Faculty Associates. It is
guided by a Provost appointed, 8 members Advisory Council drawn
from the various colleges across campus.
Rafael Obregon, Engineering Technology; Carolyn Ward, Education &
Interdisciplinary Studies; In Lee, Information Management &
Decision Sciences; Bob Quesal, Communication; Janice Welsch,
English & Journalism; Ilon Lauer, Communication; Cheryl Cohen,
Kinesiology; David Rohall, Sociology & Anthropology
Future Guidelines
For the Academic
Master Planning
Process
Future Guidelines for
the Academic Master Plan Process
An on-going process designed to tie planning to resource
allocation consistent with the goals and vision of the University
Strategic Plan = Higher Values in Higher Education.
The book Good to Great by Jim Collins discusses how
organizations tie planning to their goals