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Division of Academic Affairs Academic Master Plan
Presented on behalf of the faculty and staff of the Division of Academic Affairs

April 25, 2007

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

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.

This year we followed a similar process with these timelines:

• By March 24 - March 30: Responses solicited online
• No later than April 10: Draft of Academic Vice President's comments for public presentations: Provost/Academic Vice President web page
• April 25: Public Presentation
• April 25 onward: Academic initiatives and resource allocation recommendations consistent with the University Strategic Plan and University budgeting processes.

Budgeting Basics

TOTAL ESTIMATED EXPENDED: $201,750,700

• State Appropriated Funds: $109,393,400
• Restricted Funds (Grants): $ 20,308,200
• Independent Operations: $ 53,018,700
• Other Current Funds (Local Accounts): $ 19,030,400
• Academic Affairs Received FY07
• Personal Services & Operating: $ 952,500
• First Year Experience: $ 1,000,000
• Classroom Furniture: $ 150,000
• QC Initiatives: $ 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

Use of One Time Allocations

Arts & Sciences

• Foreign Language Lab & Center for Internationalization: $ 25,000
• Atomic Molecular Optics Research Program : $ 50,000
• Nursing Program Search & Consultant: $ 13,000
• Dual Career Hire in Chemistry: $ 48,644

Fine Arts & Communication

• Communication Positions: $ 38,199
• Brophy Hall Dance Floor: $ 45,000
• Broadcasting - Cameras: $ 14,444
• Summer Music Theatre: $ 40,000

Education & Human Services

• Emergency Management/LEJA Criminal Justice Lab: $108,653
• Center for the Preparation of Educational Professionals: $ 28,000

Business & Technology

• TAC-ABET Accreditation: $ 10,000
• Engineering Technology Consultant: $ 7,162
• Engineering Technology WIU-QC Needs Analysis: $ 12,000
• Agriculture - barn repairs: $ 15,000
• Computer Science Lab Upgrades: $ 17,000

Distance Education/Technology Enhanced Learning

• WebCT License Fee: $ 75,000

Center for International Studies

• Seal Hall Upgrades: $ 16,250
• Visiting Scholar: $ 6,000

Illinois Centennial Honor's College

• Air Force Academy/Columbia University: $ 1,550
• Faculty : $ 44,221

Library

• Malpass Mocha Café: $ 20,000

University Computer Support Services

• Technology Security Specialist: $ 19,664
• Technology Security Training: $ 22,000
• Security Equipment: $131,674

Status of Initiatives from 2006 Academic Master Plan

Completed (or nearly completed) Initiatives from 2005-2006 Plan

• 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, Blessing-Reiman, 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

Academic Unit Priorities 2007 - 2008
(All on Web Page -http://www.wiu.edu/provost/2007AnnualReport/)

College of Arts and Sciences Academic Initiatives

• 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

College of Arts and Sciences One Time & Continuous Facilities Requests

• Renovations of obsolete/non-functioning space
• Modernize obsolete classrooms
• New science building
• Renovate Currens Hall

College of 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
• Enhance Executive in Residence series

College of Business and 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

College of 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

College of Education & Human Services One Time & Continuous Facilities Requests

• Science Education Center renovation
• Dietetics, Fashion Merchandising & Hospitality textile lab renovation

College of 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

College of Fine Arts & Communication One Time & Continuous Facilities Requests

• Brown Hall Renovation
• New Visual Art Studio

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

University Libraries One Time & Continuous Facilities Requests
Compact Shelving

• Shared instructional classroom (high tech)

WIU-Quad Cities Academic Initiatives

• 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

Academic Affairs Integrated Instructional Technology Plan

• 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.

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 & 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

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

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

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. Ensure outstanding academic leadership at level of Director, Chair, and Dean
3. Use our 'Dual Career Program' to achieve our diversity goals
4. Recognize the role of research to infuse and strengthen the core teaching mission

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 pre-nursing 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

IV. Realign programs at the Quad Cities campus to achieve and sustain the goal of 3,000 students.

Education & Human Services: Enhance

1. One new tenure line to LEJA for undergraduate and graduate programs
2. Enhance undergraduate Special Education
3. Additional summer funds for three credit hour education classes for Teacher Education Program.

Education & Human Services: 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

Education & Human Services: Monitor for potential closure based on time (semesters) to degree or lack of faculty resources

1. Police Executive Administration Post-Baccalaureate Certificate
2. MS in Education - Elementary Education: 10 semesters
3. MS in Education - Reading: 11 semesters
4. Health Services Administration Certificate

Education & Human Services: Recommend for closure

1. MS in Sports Management
2. MS in Kinesiology
3. 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.

Business & Technology: Enhance

1. Offer the undergraduate degree in Computer Science, beginning fall 2007, with one new tenure track faculty member for the program
2. 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.)
3. strengthen the Supply Chain Management (SCM) minor and offer an SCM emphasis in the redesigned MBA.
4. eliminate multiple majors and create a single BBA with existing majors and minors.

Business & Technology: Recommend for closure

1. BB in Information Management
2. minor in Finance (undergraduate)
3. 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.

Arts & Sciences

• 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.
• 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.

Arts & Sciences: Monitor closely

1. Master of Arts in English
2. Master of Science in Biology

Fine Arts & Communication

• 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

• 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.

IV. 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. the connection between distance and the Board of Trustees (BOT) Program
  2. the absence of existing institutional measures to judge the 'quality' of our courses and prepare for NCA accreditation review
  3. how many courses are actually counted as 'distance' on campus
  4. how to pay for the development, design, and instruction of distance classes
  5. 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."
• 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.
• The February memo also identified four specific priorities for Dr. Singh and the Board:
  1. 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.
  2. To coordinate the technical and training support required for our many 'blended' on line activities.
  3. 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.
  4. To review our current ability to possibly expand distance learning given our ability to compete in the highly competitive distance environment.
• 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.

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?"

Office of the President
1 University Circle • Sherman Hall 209
Macomb, Illinois 61455
Telephone: 309/298-1824
E-mail: A-Goldfarb@wiu.edu