Academic Affairs
July, 2009
Academic Affairs Strategic Plan
2009 Outcomes Report
The Division of Academic Affairs, headed by the Provost and Senior Vice President for
Academic Affairs, is one of four vice-presidential divisions of the university. Creditbearing educational programs are aligned under four colleges in the division: The College
of Arts and Humanities (CAH), the College of Education and Professional Studies
(CEPS), the College of the Sciences (COTS), and the College of Business (CB). In
addition, the Office of Undergraduate Studies, the Office of Graduate Studies and
Research, Faculty Relations, Continuing Education, Academic Facilities and Planning,
Multimedia Technology and Support, International Studies and Programs, and the Brooks
Library are contained within and support the division. An organizational chart for these
academic units may be found at http://www.cwu.edu/~provost/AAOrgChartMarch09.pdf .
Academic Affairs Mission & Goals
Central Washington University’s mission, in part is “to prepare students for responsible
citizenship, responsible stewardship of the earth, and enlightened and productive lives.”
The university’s mission further states, “Qualified faculty and staff create a community
that encourages and supports the emotional, personal, and professional growth of students
from a variety of backgrounds.” Academic Affairs’ mission, “leading the university in
the creation, integration and application of knowledge,” is rooted in the University’s
larger mission. As a community of scholars committed to student learning and success,
the division values a liberal-based education, intellectual rigor, shared governance,
integrity, diversity, creativity, civility, and access. These values relate to the mission of
the university in creating a community that works together to support mutual emotional,
personal, and professional growth. Through this growth students learn to be responsible
citizens and stewards of the earth in order to live enlightened and productive lives. [The
Academic Affairs mission and values also support the development of faculty, staff, and
students to be effective intellectual resources to the campus, state and regional
community as espoused in the university mission statement.
The Academic Affairs mission is available online at:
http://www.cwu.edu/~provost/docs/strategic.pdf. The current mission was developed as
part of a comprehensive strategic planning process, which began in March 2005. The
result was a series of draft plans culminating in the current Spring, 2006 plan, which
directly aligns to the university’s mission, vision, core values and goals. Updates
detailing strategic objectives, tactics, responsible person(s), resources, deliverables,
target/date, action and status are scheduled and monitored annually. The following is
provided as the most recent and yearly update.
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July, 2009
Academic Affairs Current Strategic Objectives
1. Student-Centered Learning: To cultivate a creative and challenging learning
environment. (Aligned with university strategic goal: i, ii, v)
2. Programs and Curriculum: To advance challenging and innovative academic programs
that prepare students for their personal and professional lives and for lifelong learning.
(Aligned with university strategic goal: i, ii, iv, v)
3. Teacher-Scholar Model: To promote the highest standards of teaching excellence
informed by active faculty scholarship and creative activity. (Aligned with university
strategic goal: i, ii, v, vi)
4. Faculty and Staff: To support and reward the professional growth of the faculty and
staff. (Aligned with university strategic goal: i, ii, v, vi)
5. Enrollment Management: To partner with Student Affairs and Enrollment
Management to recruit and retain well qualified, diverse and motivated students that will
benefit from the CWU educational experience. (Aligned with university strategic goal: i,
ii, iii, iv, v, vi)
6. Diversity: To recruit, support, and retain a diverse student body, faculty, and staff.
(Aligned with university strategic goal: i, ii, iii, iv, v, vi)
7. Learning Technologies: To provide technologies that enhance the learning and
working environments, and ensure the optimal delivery of academic programs. (Aligned
with university strategic goal: i, ii, iv, v)
8. Spheres of Distinction: To advance innovative and resourceful academic initiatives,
giving regional, national, or international prominence to Central Washington University.
(Aligned with university strategic goal: i, ii, iv, v)
9. Academic Affairs Leadership: To provide leadership to ensure efficient and effective
management of Academic Affairs and to secure additional resources. (Aligned with
university strategic goal: i, ii, iii, iv, v, vi)
Planning and Effectiveness
The first formal strategic plan of the Academic Affairs division (Strategy 2012) was
accompanied with strategic objectives, tactics, resources, and deliverables. The Strategic
Objectives are the important detail of the planning process that provide guidance and
metrics to insure goal attainment. The unit’s objectives and primary measures are used to
determine effectiveness as well as data that should be or has been collected. Following
are the most recent tactics, metrics, and status from 2007-2009.
Strategic Objective #1: Student-Centered Learning (aligned with university strategic
goal: i, ii, v): To cultivate a creative and challenging learning environment.
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Tactic 1.1: Support program assessment that informs curriculum to enhance student
learning.
Metric: A. Revision of the self-study document for Academic Program Review,
at degree level, to include student learning outcomes, assessment data, and
resulting curriculum revision.
B. Develop baseline data for academic programs, support services, faculty
mentored research and creative activity, and internships.
Status/Reflection:
A. Major revision completed in December 2006 with other edits made starting
2008-2009 review period as based on programmatic feedback and alignment to
HECB and NWCCU standards.
B. Ongoing. Departments have developed assessment plans and have begun
reporting programmatic student learning outcome data via annual reports as well
as through Program Review. College and university level reports are now
completed (see http://www.cwu.edu/~avpugrad/reports/reports.html) annually.
All is tied to complement NWCCU/HECB and other accreditation needs.
Tactic 1.2 Evaluate the changing student demographics in order to address diverse
student needs and opportunities.
Metric: Annual analysis of student demographics provided by Office of
Institutional Research.
Status/Reflection:
A. Ongoing. Results are provided and annually analyzed at
http://www.cwu.edu/~ir/studentsReported.php . CWU has a minority population
of almost 20% of the total number of students seeking degrees. Hispanic students
make-up the largest minority group with Asian or Pacific Islander students the
next highest group.
B. The ACT COMPASS test is used to place entering students with intermediate
SAT scores into appropriate English and mathematics courses. In 2007-2008, 41
percent of the entering class took the COMPASS test for English placement; 40
percent took the COMPASS tests for math. Of those, the COMPASS scores of 48
percent resulted in remedial English placement and 56 percent resulted in
remedial math placement.
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C. College Student Inventory (CSI). The CSI is administered to the university’s
first-year students. This survey yields 20 predictive indicators such as dropout
proneness and poor study habits. These data primarily are used as flags for early
intervention by the Student Engagement Retention Team (SERT). The 1147
students taking the 2008 CSI were close to national averages on most items. CWU
female students reported somewhat less anticipated academic difficulty and male
students reported somewhat lower study habits, much lower desire to finish
college, and somewhat higher receptivity to financial guidance.
Tactic 1.3: Continue to improve appropriate advising for a diverse student population.
Metric A. A student-advising plan needs to be developed. B. Pilot & analyze
academic advisors available to Westside Centers in 2006-2007
Status/Reflection:
A. The university advising committee has developed student-advising mission and
goals in spring, 2008. Also, in 2006, advising holds were established at various
points within degree completion to support timely and relevant advising.
B. A pilot academic advisor was located at the west-side University Centers in
2006-2007 academic year. Two advising positions were made permanent at the
west-side in the 2008-2009 academic year based on student and faculty support.
Additional advisor positions (4) were added for Ellensburg and Eastside centers in
the past two years (2007-2009).
Tactic 1.4: Support academic service learning and civic engagement, including
internships.
Metric: A. Number of internships. B. Implement Sphere of Distinction for Civic
Engagement & Academic Service Learning.
Status/Reflection:
A. A tracking system still needs to be developed.
B. Implemented Sphere of Distinction for Civic Engagement & Academic Service
Learning in 2007-2008 academic year. A yearly summary report should be
available by June, 2009.
Tactic 1.5: Enhance student academic support services.
Metric: A. Number of students served. B. Measure effect of student support
services on student achievement.
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Status/Reflection:
A. The number of personnel assigned to and the number of students served by
various support services (advising, writing center, math center) has consistently
increased over the years. Some highlights include increased professional advisor
staffing, increased graduate assistant staffing for writing center as well as
additional locations for services on the Ellensburg and Center campuses.
B. The relative effectiveness of support services is positive and reflected in
individual departmental reports. These reports can be accessed from:
http://www.cwu.edu/~avpugrad/reports/reports.html
Tactic 1.6: Encourage and support faculty mentored undergraduate research and creative
activity.
Metric: A. Participation in the Symposium on University Research and Creative
Expression (SOURCE). B. Dissemination information and develop advisory
board.
Status/Reflection:
A. Largest and most diverse SOURCE ever was implemented in 2008-2009
academic year with 327 presentations and posters . Continued expansion is
planned for 2009-2010.
B. The Journal of Undergraduate Research and Creative Expression of the
Pacific Northwest, an e-journal for undergraduate research was established by the
Office of Undergraduate Research in spring, 2009.
Strategic Objective #2: Programs and Curriculum: To advance challenging and
innovative academic programs that prepare students for their personal and professional
lives and for lifelong learning. (aligned with university strategic goal: i, ii, iv, and v)
Tactic 2.1: Determine the optimal balance between undergraduate and graduate
instruction across the university.
Metric: Benchmarks are to be determined for the optimal balance between
graduate and undergraduate instruction across the university.
Status/Reflection:
A position paper reviewed by graduate council in Fall ‘07, Optimal balance
between graduate and undergraduate instruction across the university was
determined to be 6-7% up from its present 4%.
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Tactic 2.2.1: Enhance and strengthen General Education.
Metric: A. Complete academic program review of the General Education Program
and make changes to inform curriculum change.
B. Create a 0.5 FTE Director of Gen Ed to work with the Gen Ed Committee.
Status/Reflection:
A. Assessment Plan was developed and is being implemented spring, 2008.
B. Director of General Education was appointed Fall, 2007 with significant
movement in assessment and curriculum reform.
Tactic 2.2.2: Maintain and strengthen undergraduate major programs.
Metric: Continue the implementation of “Academic Program Review” and the use
of findings for planning and budgeting purposes.
Status/Reflection: The program review and assessment is more directly aligned
with NWCCU standards and HECB requirements and linked to budget.
Tactic 2.2.3: Encourage and support interdisciplinary curricula.
Metric: A. Develop policies and practices for team-teaching.
B. Every interdisciplinary program will develop a charter by spring 2007.
Status/Reflection:
A. Policies and practices for team-teaching were developed in winter, 2008.
B. All interdisciplinary programs have developed charters. (see
http://www.cwu.edu/~avpugrad/interdisc-prog.html for copies of each)
Tactic 2.2.4: Support existing and new ethnic and area studies programs.
Metric: Every ethnic and area studies program will develop a charter by spring
2007 that assures faculty and student support.
Status/Reflection: Every ethnic and area studies program have developed charters.
(see http://www.cwu.edu/~avpugrad/interdisc-prog.html for copies of each).
Tactic 2.2.5: Enhance faculty and student opportunities and involvement in honors
programs.
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Metric: A. Increase the number of full-time tenured/tenure track faculty teaching
and student enrolled in the honors programs.
B. Stabilize funding for science honors program.
Status /Reflection:
A. Dr. Matt Altman - DHC, Dr. Andy Piacsek - Science Honors with advisory
group revised DHC curriculum and program delivery. Also, Science Honors
integration is important component of revision. Revisions were passed by faculty
senate and will be implemented in fall, 2009. Enrollment has grown from 30 in
entire program (2008-2009 academic year) to 70 by 2009-1020 academic year.
The largest initial class (40 FTE) will begin in the fall, 2009.
B. A Sphere of Distinction was awarded to Douglas Honors College in 2007 for
base funding for director’s position and faculty support
Tactic 2.2.6: Monitor program developments at community colleges for strategic
alignment with CWU programs and curriculum.
Metric: Develop Transfer Articulation Agreements
Status/Reflection:
The number of articulations has increased each year. A staff position was created
through Sphere of Distinction funding to develop Transfer Agreement Program
Plans to create obvious and planned pathways for community college transfer
opportunities.
Tactic 2.2.7: Encourage instructional collaborations with community colleges and
baccalaureate institutions.
Metric: Development and offering of BAS degrees with community college
partners.
Status/Reflection: Four BAS degrees are currently offered – BAS - Info Tech &
Admin Mgt, BAS- Safety & Health Management, BAS – Food Service
Management, BAS – Industrial Technology.
Tactic 2.3: Enhance and strengthen graduate programs.
Metric: Develop position paper as to strategic plan for graduate studies.
Status/Reflection:
Many drafts generated/revised. A final draft was completed as of March, 2009.
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Tactic 2.4.1: Enhance the internationalization of the curriculum.
Metric: Develop proposal for International Studies Minor, Center for Latino &
Latin American Studies, and Center for the Dream.
Status/Reflection:
The minor was approved in 2007; new faculty hired for Center for Latino & Latin
American Studies; Developed “Center for the Dream.” Global Wine Studies
major approved spring, 2008
Tactic 2.4.2: Enhance faculty and student international exchange programs
Metric: Develop a cost effective model per conditions in the CBA.
Status/Reflection: CBA policy and procedures developed
Tactic 2.4.3: Strengthen collaborations with community college international programs.
Metric: Implement the plan for campus visits for international students.
Status/Reflection:
New international recruiter/advisor position created/hired in Winter, 2008.
Tactic 2.5: Create a support structure for new program development and delivery.
Metric: Develop “creation and implementation plan” for development and
delivery of new programs.
Status/Reflection:
Task Forces created for Centers and online learning program development.
Tactic 2.6: Incubate innovative programs through self-support.
Metric: A. Develop and implement program for Vietnamese Airline training
mechanics maintenance management. B. Develop and implement program for
Global Wine Studies
Status/Reflection:
A. Program for Vietnamese Airline training mechanics maintenance management
was implemented in winter, 2008.
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B. Global Wine studies progressed through curriculum process and received
HECB approval in Spring, 2008.
C. M.S. Biology degree will be delivered with Pacific Northwest University of
Health Science (PNWU) in Yakima in Fall, 2009 to support pathway of their D.O.
program.
Strategic Objective #3: Teacher-Scholar Model: To promote the highest standards of
teaching excellence informed by active faculty scholarship and creative activity. (aligned
with university strategic goal: i, ii, v, vi)
Tactic 3.1: Continue to clarify the Teacher/Scholar model.
Metric: Define the teacher-scholar model at Central Washington University.
Status/Reflection:
Discussed at various events including faculty development day in December,
2008.
Tactic 3.2: Improve support for research and creative activities.
Metric: Each College will have a case statement that includes funding targets for
faculty enhancement by spring 2006.
Status/Reflection:
This was rolled out in October 2007 and incorporates into university case
statement.
Tactic 3.3: Implement faculty workload plans and annual activity reports.
Metric: A. Implement faculty workload plans. B. Implement annual activity
reports.
Status/Reflection:
A. Two years of plans in review.
B. Form was revised in summer, 2007. Its implementation is complete.
Tactic 3.4: Increase extramural funding through grants and contracts.
Metric: Increase the participation rate for submitting extramural funding
proposals by 10% per year.
Status/Reflection:
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Funding: $9.5 million in 2006-2007 and 9.5 million in 2007-2008 academic year.
115 external proposals were submitted in 2006-2007 while 109 were submitted in
2007-2008. The participation rate for submitting extramural funding proposals by
10% per year was not achieved. However, the funding level was high in
comparison to like institutions.
Tactic 3.5: Create and support a “Center for the Teacher-Scholar.”
Metric: A. Establish a task force to develop the Center for the Support of the
Teacher-Scholar. B. Recruit Director for fall, 2008
Status/Reflection:
A. A task force was created to develop the Center for the Support of the TeacherScholar in 2007. The Center was established in Fall, 2008.
B. Director recruited in spring, 2008 and started fall, 2008. Activities and
services are expanding. The Center and its offerings/activities can be observed at:
http://www.cwu.edu/~avpugrad/teacher-scholar/index.html
Tactic 3.6: Increase Library resources to promote faculty scholarship.
Metric: Review benchmarks for Library resources to determine funding goals.
Status/Reflection:
Library is currently undergoing program review process to provide guidance as to
funding goals.
Tactic 3.7: Support faculty and staff in efforts to engage the community and to enhance
economic development in the region.
Metric: A. Develop a Sphere of Distinction for Center for Latino & Latin
American Studies. B. Establish Central Washington University Research
Foundation. C. Wine Tasting and Education Initiative.
Status/Reflection:
A. A Sphere of Distinction for Center for Latino & Latin American Studies was
funded in June 2007.
B. Central Washington Univeristy Research Foundation was state approved; BOT
approved; and qualitified for 501 c 3 status in spring, 2009.
C. TheWine Tasting and Education Initiative received a federal grant and a new
major proposal was initiated and began in fall, 2008.
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Strategic Objective #4: Faculty and Staff: Support and reward the professional growth
of the faculty and staff. (Aligned with University goals: I, II, V, VI)
Tactic 4.1: Encourage communication among faculty and staff university-wide.
Metric: Provide activities like the “Friday Fest” program, Wednesday fest
(potluck) at centers, faculty professional development days, effective
implementation of the CBA, interdisciplinary programs, Center for the
Teacher/Scholar and SOURCE.
Status/Reflection:
Programs have been continued with moderate success; programs continuing.
Tactic 4.2: Implement annual professional development plans for staff.
Metric: Every classified staff member in the Academic Affairs Division will have
a Performance Development Plan.
Status/Reflection: The number of plans completed are increasing in the division
each year. However, this is an area that still needs to be completed division-wide.
Tactic 4.3: Enhance professional development support for faculty and staff.
Metric: A. Develop a Center for the Support of the Teacher-Scholar. B. Director
should be recruited. C. Measure and track student evaluation of instruction
(SEOI) to determine strength and challenge areas.
Status/Reflection:
A. A task force was created to develop the Center for the Support of the TeacherScholar in 2007. The Center was established in Fall, 2008.
B. Director recruited in spring, 2008 and started fall, 2008. Activities and
services are expanding. The Center and its offerings/activities can be observed at:
http://www.cwu.edu/~avpugrad/teacher-scholar/index.html.
C. Aggregated 2004 - 2008 SEOI data shows the consistently high ratings of “the
course as a whole” and “the instructor’s teaching effectiveness,” (higher than 4 on
a 5 point scale) averaged over more than 20,000 SEOIs per quarter.
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Tactic 4.5: Refine the reward structure to acknowledge outstanding faculty and staff
performance.
Metric: A. Need to establish and implement a performance adjustment process for
rewarding outstanding faculty performance. B. Continue to work with HR about a reward
process for staff.
Status/Reflection:
A. We have established and implemented a performance adjustment process for
rewarding outstanding faculty performance.
B. Staff awards (employee of month and year) have been established and implemented.
Strategic Objective #5: Enrollment Management: To partner with Student Affairs and
Enrollment Management to recruit and retain well qualified, diverse and motivated
students that will benefit from the CWU educational experience. (aligned with university
strategic goal: i, ii, iii, iv, v, vi)
Tactic 5.1: Improve coordination and communication with SAEM.
Metric: Hold several SAEM, interdivisional enrollment management summits
every year.
Status/Reflection:
Five held in 2006-2007, with five being held in 2007-2008 academic year. Joint
task force (retention) has been established to assist in retention efforts. Also, First
Year Experience (FYE) was created to assist in collaboration and coordination of
activities geared for FYE students.
Tactic 5.2: Develop an integrated enrollment management plan that includes Academic
Affairs and Student Affairs and Enrollment Management.
Metric: Develop and implement department level student recruitment plan for fall,
2009.
Status/Reflection:
Draft plan developed. Refinement and further development will occur in fall,
2009.
Tactic 5.3: Work with SAEM to support department-level student recruitment.
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Metric: Develop and implement department level student recruitment plan for fall
2009.
Status/Reflection:
This still needs to be done as a unit.
Tactic 5.4: Increase enrollment in high demand programs when funding is available.
Metric: Measure of new enrollments/new courses.
Status/Reflection: New positions were created for 2008-2009 and 2009-2010
academic years based on program demand and budget allocation (contract and
state funding). Also, online courses were implemented for general education and
high demand courses that serve many majors in Fall, 2008 to Fall, 2009
Tactic 5.5: Manage program size by location to accommodate FTE growth.
Metric: Add/delete faculty lines as based on enrollment trends.
Status/Reflection:
Positions were created (IDS:Social Sciences; ITAM) and deleted (BAS – SHM)
for 2008-2009 and 2009-2010 academic years based on program demand and
budget allocation (contract and state funding).
Tactic 5.6: Determine the appropriate program mix at the centers and at Ellensburg
Metric: Add/delete programs as based on enrollment trends, student, employer,
and community demand.
Status/Reflection:
Programs were created and added (e.g., General Science Teaching; Global Wine
Studies; MS-Primate Studies, Environmental Studies IDS:Social Sciences;
ITAM) and deleted (IDS: Humanities; Natural Sciences) for 2008-2009 and 20092010 academic years based on program demand.
Tactic 5.7: Improve the quality and reliability of data about our graduates.
Metric: Alumni surveys, Institutional Research survey, CTL Learning
Status/Reflection:
Surveys developed to include common questions based on institutional goals,
these are used in all program reviews as of 2007-2008 review; work group
looking at other strategies as well.
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Strategic Objective #6: Diversity To recruit, support, and retain a diverse student body,
faculty, and staff. (aligned with university strategic goal: i, ii, iii, iv, v, vi)
Tactic 6.1: Develop curriculum that attracts culturally diverse students and faculty.
Metric: A. Create Spheres of Distinction for the stabilization of Interdisciplinary
Programs, B. Develop Center for Latino and Latin American Studies, C. Develop
Science Talent Expansion Program (STEP) D. Develop Center for the Dream
Status/Reflection:
A. & B. The American Indian Studies minor was started in fall, 2008 as was
Africana and Black studies and International Studies minor
C.STEP received NSF funding for $800,000 in Fall, 2007.
D. The Center for the Dream was developed in 2007.
Tactic 6.2: Work with Student Affairs and Enrollment Management to develop an
enrollment management strategy for improving student diversity.
Metric: Develop strategies for improving student diversity and be sure they are
included in the interdivisional enrollment management summit discussions.
Status/Reflection:
GEAR-UP school students are included as important part of enrollment plan
pipeline. There is enhanced and coordinated recruitment with Cornerstone
program students.
Tactic 6.3: Develop a plan for diversifying the faculty.
Metric: Develop benchmarks and plans for faculty diversity.
Status/Reflection: The plan for increasing faculty diversity is on-going through
human resources and with departments through searches.
Tactic 6.4: Create more scholarships and other support for under-represented students by
using the CWU Campaign Statement.
Metric: Each College will have a case statement that includes funding targets for
scholarships in support of diversity.
Status/Reflection:
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In October 2007, university case statement was rolled out. NSF Step grant funded
for $800,000.
Tactic 6.7: Foster a civil and diverse university environment.
Metric: A. Friday Fests will be continued. B. Create Center for Civic
Engagement. C. Create Center for the Dream. D. Create Labor Management
Council
Status/Reflection:
A. This was on-going for 2008, although discontinued for 2009.
B. The Center for Civic Engagement was created and the number of associated
faculty fellows has increased each year.
C. The Center for the Dream was created in 2007.
D. The Labor Management Council was created and met several times in 2007,
2008, and 2009.
Strategic Objective #7 Learning Technologies: To provide technologies that enhance the
learning and working environments, and ensure the optimal delivery of academic
programs. (aligned with university strategic goal: i, ii, iv, v)
Tactic 7.1: Increase the use of learning technologies to enhance teaching and learning.
Metric: Expand MTIS, ITS, UITAC, and Ed Tech Center relationship.
Status/Reflection:
This is ongoing.
Tactic 7.2: Enhance acquisition of information resources.
Metric: Increase in number of informational resources for faculty and students.
Status/Reflection:
This is ongoing.
Tactic 7.3: Refine technology replacement and upgrade plans for classrooms, labs, and
faculty and staff workstations.
Metric: Complete technology infrastructure in remaining 2007-2008 (Will be part
of the charge to the UITAC.)
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Status/Reflection:
WIN-WIN computer replacement is ongoing with great success.
Tactic 7.4: Ensure sufficient training opportunities in use of new technologies.
Metric: Coordinate with UITAC
Status/Reflection:
MTIS & Ed. Tech. Center offer extensive training.
Tactic 7.5: Define and implement an appropriate distance education policy.
Metric: Begin initial discussions regarding a distance education policy and
strategic plan.
Status/Reflection:
The development of a distance education policy and strategic plan is happening as
a result of the creation of an online strategic planning task force in Spring, 2009.
.
Tactic 7.6: Increase the use of technologies for assessment and evaluation.
Metric: The number/increased use of technologies used for assessment and
evaluation.
Status/Reflection:
The university academic assessment committee has investigated and
recommended for piloting an electronic assessment system (DATA 180) in fall,
2009. The College of Business is currently piloting an electronic system
(SEDONA) for use in their assessment and evaluation data needs.
Strategic Objective #8: Spheres of Distinction To advance innovative and resourceful
academic initiatives, giving regional, national, or international prominence to Central
Washington University. (aligned with university strategic goal: i, ii, iv, v)
Tactic 8.1: Ensure that the Spheres of Distinction advance academic program planning.
Metric: A. Develop an operational plan for supporting the Spheres of Distinction
by July 1, 2006. B. Begin implementation of the eight funded SoD projects
C. Develop a review process for the funded SoD projects.
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Status/Reflection:
A. This still needs to be done.
B. Projects were implemented.
C. Still needs to be done.
Strategic Objective #9 Academic Affairs Leadership: To provide leadership to ensure
efficient and effective management of Academic Affairs and to secure additional
resources. (aligned with university strategic goal: i, ii, iii, iv, v, vi)
Tactic 9.1: Ensure efficient and effective management of Strategic Objectives 1-8.
Metric: Develop the action plan for Academic Affairs for 2007-2008.
Status/Reflection:
Completed December 2007.
Tactic 9.2: Improve public visibility of Academic Affairs.
Metric: Develop an action plan for Academic Affairs.
Status/Reflection:
Still needs to be done.
Tactic9.3: Ensure strategic collaboration with each of the other university divisions.
Metric: A. Conduct SAEM summit meetings B. Improve coordination with
facilities planning
Status/Reflection:
A. Four summits occurred in 2007-2008 academic year, although no summits
occurred in 2008-2009. Smaller work groups (e.g., retention advisory committee;
first year experience) have replaced larger summits.
B. On-going facilities planning being coordinated with Mithun architect and
Facilities.
Tactic 9.4: Develop and implement policies and procedures congruent with the faculty
collective bargaining agreement.
Metric: Developing policies and procedures that result from: A. the work of
FAJWG, B. revision of the academic affairs policies manual
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Status/Reflection:
A. Academic Code.
B. This revision is always on going,
Tactic 9.5: Use data generated by Academic Program Review for decision-making
purposes.
Metric: Resource allocation and curriculum revision are guided by program
review.
Status/Reflection:
Budget and curriculum change needs/requests are referenced and supported by
program review in documentation itself.
Tactic 9.6: Evaluate and develop academic programs for optimal placement at university
centers and Ellensburg.
Metric: A. Focused discussions are needed as to program development and
delivery through creation of advisory committee. B. Psychology major at CWUDes Moines, BAS Food Service Mgt - Lynnwood, General Science Endorsement
- Lynnwood, Aviation Program - Moses Lake
Status/Reflection:
A. Advisory committee was developed and met in spring, 2009.
B. Enrollments and sites have been expanded.
Tactic 9.7: Evaluate and develop support services at university centers.
Metric: A Pilot advising and writing center programs at Des Moines &
Lynnwood. B. Incorporate the evaluation of student support services into the
agenda for a future SAEM/AA summit.
Status/Reflection:
A. Three advisors were funded for Westside while an additional advisor for
Eastside was funded in fall, 2008. Two writing consultants (one full-time; one
part-time were funded at Lynwood and Des Moines/Peirce in Fall, 2007. The two
part-time positions were converted to full-time in Fall, 2008. Additional graduate
and undergraduate student workers provided support for West- and Eastside sites.
All university centers sites have writing center assistance
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B. Evaluation of support services has begun with reports located at:
http://www.cwu.edu/~avpugrad/reports/reports.html
Tactic 9.8: Develop strategies to address policies and practices of regulators.
Metric: A. Meet the state accountability targets. B. Establish CWU Research
Foundation.
Status/Reflection:
A. On-going
B. CWU Research Foundation established.
Tactic 9.9: Strengthen relationships with regional economic development entities.
Metric: A. Central Washington Innovation Park program development is
underway. B. Develop Conferences related to improving economics
Status/Reflection: A. Approved by BOT and State
B. Developed Economic Outlook Conferences and Northwest Sports Business
Conference
Tactic 9.10: Refine Academic Affairs web design and presence.
Metric: A. Provide support to developing and maintaining Academic Affairs web
pages.
Status/Reflection:
Academic Affairs website is incorporating new template
Tactic 9.11: Continue work associated with NWCCU and specialized accreditations.
Metric: A. Preparation of NWCCU self study document. B. Achieve NCATE
reaccreditation. C. Continue progress toward AACSB accreditation. D. Pursue
other specialized accreditation as appropriate.
Status/Reflection:
A. The preparation of NWCCU self-study document is underway with self-study
completion summer, 2009.
B. NCATE reaccreditation was achieved with conditions.
C. AACSB accreditation process in underway.
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Academic Affairs
July, 2009
D. Other specialized accreditations are being monitored and supported as needed
from individual Dean’s offices and Office of Undergraduate Studies.
Summary
The data collected as a part of this review suggests substantial progress in meeting
academic affairs strategic objectives and related tactics. Student-centered learning
remains the primary focus and strength of the division. Continued and improved
assessment processes are being employed at various levels (departmental, college, and
divisional) to inform curriculum and enhance student learning. Attracting and retaining a
diverse student body is being actively encouraged while diverse student needs are being
assessed and successfully supported through various effective services (e.g., advising,
writing and math centers, disability services, Academic Achievement Program) and
offices (undergraduate research, civic engagement, student empowerment).
Challenging and innovative academic programs are being developed and delivered in
ways that utilize the latest teaching technologies at all CWU teaching locations (Campus,
Centers). General education has undergone major revisions and is continuing to develop
into a more coherent and outcomes based program. The Douglas Honors College has
also experienced resurgence through curriculum reform and active recruiting. The library
is in the process of its own self-study and review to increase its effectiveness as a
resource to the campus community. A newly developed Center for the Teacher Scholar
is promoting the highest standards of faculty teaching, research, and service excellence,
while enhanced professional development, support, and rewards for both faculty and staff
have created a more knowledgeable, effective, and successful workforce. Although
tactics and metrics will need to continue to be refined, the Academic Affairs strategic
plan has substantially improved the academic life and quality of the university.
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