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Dare to Make a Difference Academic Division Plan-of-Work Year 1: 2009-2010 ConnectCommitCelebrate.

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Presentation on theme: "Dare to Make a Difference Academic Division Plan-of-Work Year 1: 2009-2010 ConnectCommitCelebrate."— Presentation transcript:

1 Dare to Make a Difference Academic Division Plan-of-Work Year 1: 2009-2010 ConnectCommitCelebrate

2 Agenda Welcome/overview Unit Introductions Review of Priorities –Shaping Learning 1-4 –Break (silent conversation) –Sustaining the University 5-9 Celebration ConnectCommitCelebrate

3 Strategic Direction Excellence and innovation in liberal arts and professional education Internal and external collaborations that provide experiential learning with local impact and global reach Inspire Butler students, faculty, staff, alumni and trustees to be civic-minded agents of change Dare to Make A Difference

4 Dare to Make a Difference A Five-Year Strategic Plan 2009-2014 Two Institutional Imperatives Nine Strategic Priorities

5 Dare to Make a Difference Shaping Learning Priority One: Encourage academic excellence and innovation.

6 Priority One: Encourage academic excellence and innovation. Goal 1A: Invigorate Butler’s recently-created, interdisciplinary core curriculum and leverage its distinctiveness. Dare to Make A Difference Shaping Learning

7 Academic Plan- 1A Establish administrative leadership for the core curriculum –Finalize the implementation process of the new core curriculum. –Establish a Countdown to Core program for the University Campus wide faculty involvement, particularly in FYS Offer number of sections to match student need ICR BCR record keeping

8 Academic Plan- 1A Establish administrative leadership for the core curriculum, cont. –Allocate appropriate budget –Provide faculty development –Ensure full-loop assessment of the Core

9 Priority One: Encourage academic excellence and innovation. Goal 1B: Maintain assessment of learning outcomes and individual program review to promote increasing quality across all program offerings. Dare to Make A Difference Shaping Learning

10 Academic Plan- 1B Complete individual program reviews for: –Biological Sciences (in progress as of 6/09) –Political Science (in progress as of 6/09) –Mathematics and Actuarial Science – Modern Languages, Literatures and Cultures –COB: Undergraduate Program –COB: MBA –COB: MPAcc – JCFA: Music

11 Program Review training workshop Admin appraise Reviews and develop action plans Complete full-loop learning outcomes assessment process for ALL majors (including IDPs) Assess & address faculty training needs with regard to assessment Internal grants for programs preparing for self- study. Academic Plan- 1B

12 Priority One: Encourage academic excellence and innovation. Goal 1C: Employ comprehensive academic program review to ensure a mission-driven, market-smart program mix and to sustain program quality. Dare to Make A Difference Shaping Learning

13 Begin transparent, highly collaborative process of comprehensive program review using the QPC Model –Thurs. Sept. 10, 3 p.m. –Thurs. Oct. 8, 3 p.m. (may be changed) –Thurs. Nov. 12, 3 p.m. –Thurs. Dec. 3, 3 p.m. Ample collaboration, adequate training, and needed data provided Departmental reports due: August 1, 2010. Academic Plan- 1C

14 Priority One: Encourage academic excellence and innovation. Goal 1D: Ensure the sustainability of our existing reputation for excellence in natural, pharmaceutical, and health sciences by investing in the basic academic infrastructures that support these programs. Dare to Make A Difference Shaping Learning

15 Work collaboratively with VP for Operations and VP for Advancement to advance plans for new or renovated science facilities, as outlined in the new Master Plan. Prepare for peer audit – Ensure that all existing science instruments, equipment, and lab resources are utilized in ways that match best practices and governmental standards. Academic Plan- 1D

16 Priority One: Encourage academic excellence and innovation. Goal 1E: Meet students’ evolving educational needs by developing viable new undergraduate and graduate programs that are consistent with the Butler mission and that capitalize on our strengths. Dare to Make A Difference Shaping Learning

17 Take deliberate action that results in a convergence of our communication-related programs Develop template for proposing new academic programs. Conduct a comprehensive needs assessment for new undergraduate program offerings by College. Conduct a comprehensive needs assessment for new graduate program offerings by College. Utilize assessment results to build a division-wide coordinated plan for implementing new programs. Academic Plan- 1E

18 Priority One: Encourage academic excellence and innovation. Goal 1F: Establish mechanisms to inspire and support academic innovations and an entrepreneurial spirit. Dare to Make A Difference Shaping Learning

19 Charge APFID & BIRS Director to review and recommend appropriate changes to current policies and practices for offering existing internal grants for scholarship, creative activity, and international travel to faculty. Propose and obtain funding for new internal mechanisms designed to inspire and support innovation and entrepreneurialism. Academic Plan- 1F

20 Priority One: Encourage academic excellence and innovation. Goal 1G: Deliver high-quality, innovative education to the new generation of digital learners by better understanding tomorrow’s students and serving their technology needs. Dare to Make A Difference Shaping Learning

21 Charge APSAA & Registrar to work in collaboration with Information Resources to develop a plan to systematically upgrade classroom technology. Work in collaboration with Information Recourses and the Department of Educational Technology to provide a broad menu of faculty development opportunities supporting the use of technology to enhance teaching effectiveness. Academic Plan- 1G

22 Dare to Make a Difference Shaping Learning Priority Two: Develop, strengthen, and expand creative co-curricular programs that promote student learning, development, retention, and success through campus collaborations.

23 Goal 2A: Link student affairs and student academic support by adopting a developmental approach to co-curricular experiences and academic support programming. Dare to Make A Difference Shaping Learning

24 1.Adopt a developmental model for academic advising and providing appropriate training and workload assessment for faculty and staff advisors. Conduct division-wide gap analysis of current advising practices, compared to developmental advising best practices. Invite Student Affairs offices to participate in this assessment. Utilizing gap analysis results, develop a systematic plan for advisor training and an organizational wide evolution toward the developmental model. Launch initial training, fall 2009 Academic Plan- 2A -1

25 2. Integrate co-curricular experiences with the Freshman Seminar and encouraging reflection on these experiences through use of student e-portfolios. Continue e-portfolio training Invite appropriate Student Affairs, CMA, and other co- curricular representatives to serve on the Core Curriculum committees for BCE, PWB, ICR, etc. Through collaborations with Student Affairs, CMH, and the Colleges, identify, codify, & distribute listing events that could serve as opportunities for reflection during the FYS Academic Plan- 2A -2

26 3. Enhancing collaborations between academic affairs, student affairs, and enrollment management to produce innovative programs for new student orientation, early registration, and developmental programs for subpopulations such as sophomores, first-generation students, high achieving students, and underrepresented populations. Form collaborative Early Reg workgroup –Pilot revised Early Reg program in Spring 2010 –Registrar & Associate Deans ensure course offerings meet entering students’ needs –Initiate planning process for FYE, reflecting best practices & jointly endorsed by student affairs and academic affairs. Academic Plan- 2A -3

27 Continue collaboration with Student Affairs to provide programming, training, services, and personnel for new student orientation. Re-invigorate on-going conversations and programming initiatives within workgroups currently focusing on sophomore and first –generation students Academic Plan- 2A -3

28 Priority Two: Develop, strengthen, and expand creative co- curricular programs that promote student learning, development, retention, and success through campus collaborations. Goal 2B: Equip students with the knowledge, skills, and motivation that inspire them to be civic-minded and enable them to lead. Dare to Make A Difference Shaping Learning

29 Charge Registrar to work with Student Affairs to develop “Co-curricular Transcript” Substantially expand the visibility and practice of service learning across the curriculum. Charge CFV Director to connect with Student Affairs and devise a comprehensive plan to fully infuse shared understandings of vocation, leadership, and service across Academic and Student Affairs programming efforts Academic Plan- 2B

30 Priority Two: Develop, strengthen, and expand creative co- curricular programs that promote student learning, development, retention, and success through campus collaborations. Goal 2C: Capture synergies among academic and co-curricular programs and activities designed to enrich the campus experience for high achieving students. Dare to Make A Difference Shaping Learning

31 Hire Director (then name unit) Centralize office space and services for the existing Honors Program, Post-Gradate Studies Office, BSI, URC, national scholarships, Phi Beta Kappa, and other national honoraries. Create dedicated classroom for Honor’s Seminar. Create a designated three-year plan-of –work for this newly formed, and yet to be named, academic support unit. Academic Plan- 2C

32 Priority Two: Develop, strengthen, and expand creative co- curricular programs that promote student learning, development, retention, and success through campus collaborations. Goal 2D: Increase and coordinate programming that explores issues of personal health and safety, decision-making, and social responsibility for students, faculty and staff through collaborations across the University community. Dare to Make A Difference Shaping Learning

33 1.Fostering collaborations across the university community that support and promote wellness services and programming. Collaborative action with Butler University Wellness Counsel (BWAC), faculty (COE, CSD, COPHS, & Healthy Horizons), and Student Affairs (Health & Counseling) to: Evaluate current health & wellness programming Provide a proposal to increase the wellness offerings, while reducing program redundancy Academic Plan- 2D1

34 2.Developing programs addressing quality of life issues that enable students to make choices throughout their lives that will enhance their physical, psychological, and spiritual well-being. Charge CFV to work with Student Affairs to assess programming and activities that support quality of life issues for students. –Expand academic programming on these issues as appropriate to deliver a fitting mix of quality of life programming. Academic Plan- 2D2

35 3.Creating opportunities for students to develop life skills that better equip them to become responsible, mature, civic- minded adults. These opportunities could include both credit and non-credit courses. Charge LRC Director to collaborate with Student Affairs and appropriate faculty to propose a set of life skills and other pertinent non-credit courses to be delivered through the existing LRC course designation. Academic Plan- 2D3

36 4.Fostering educational opportunities for all students to address (domestic) diversity and social justice. Establish a Diversity across the Curriculum task force comprised of representatives from College, University, and Core curriculum committees. Charge new DAC to work with faculty to review existing curricular offerings to (a) assess how domestic diversity and social justices currently are infused across the curriculum and (b) make recommendations for programmatic enhancements. Academic Plan- 2D4

37 5.Exploring options to meet the particular needs of subpopulations such as high-achieving students, athletes, transfer students, domestic students of color, women, men, international students, LGBT, and first-generation college students. Charge LRC Director to assess workshops targeted for these subpopulations sponsored by the academic division Collaborate with Student Affairs to fill in gaps of funding, programming, space and resources for these groups. Academic Plan- 2D5

38 Priority Two: Develop, strengthen, and expand creative co- curricular programs that promote student learning, development, retention, and success through campus collaborations. Goal 2E: Build on important opportunities for student development in leadership, teamwork, and community that the University’s athletic programs consistently provide. Dare to Make A Difference Shaping Learning

39 Establish priority registration for student athletes during the semester of their sports season. Academic Plan- 2E

40 Priority Two: Develop, strengthen, and expand creative co- curricular programs that promote student learning, development, retention, and success through campus collaborations. Goal 2F: Undertake planning for a Learning Commons which brings together facilities, programs, and services of the Library, LRC, and Internship and Career Services. Dare to Make A Difference Shaping Learning

41 Through Master Plan process, continue discussions on the various Learning Commons options Identify and propose smaller scale interventions that would support the long-term Learning Commons goals Explore grant funded opportunities that could support funding this initiative Academic Plan- 2F

42 Priority Two: Develop, strengthen, and expand creative co-curricular programs that promote student learning, development, retention, and success through campus collaborations. Goal 2G: Attain a freshman to sophomore retention rate of 90% and a six-year graduation rate of 75%. Dare to Make A Difference Shaping Learning

43 APSAA will re-invigorate the Student Retention Operation Team Committee with a deliberate retention agenda and regular meetings starting Fall of 2009. Associate Provosts will convene the Associate Deans 2 times per semester to review retention- related reports and address recommendation courses of action that arise from the SROT. Academic Plan- 2G

44 Dare to Make a Difference Shaping Learning Priority Three: Pursue creative collaborations that result in engaging learning experiences with local impact and national reach.

45 Goal 3A: In collaboration with our urban partners, pursue nationally-significant initiatives designed to serve the institutions and citizens of Indianapolis by engaging Butler students, faculty, and staff in meaningful experiential learning and research activities Dare to Make A Difference Shaping Learning

46 Develop a comprehensive, updated list of experiential programs and activities with urban partners. Design a rubric to be used to assess the depth, reach, viability, cost, and potential of each of the identified programs. Develop an initial plan identifying strengths of existing programs, potential for growth, and areas to be cultivated for future programming will be developed. Academic Plan- 3A

47 By January 2010, develop a strategic plan for invigorating the internal and external outreach activities of the Center for Urban Ecology. Obtain external funding for the Jordan College of Fine Arts proposed “Cultural Accelerator” Develop a sustainability plan for the College of Business’s Butler Business Accelerator and associated programs Support the successful startup of the School of Journalism’s BU-JOIN initiative. Academic Plan- 3A

48 Priority Three: Pursue creative collaborations that result in engaging learning experiences with local impact and national reach. Goal 3B: Position Butler as a service- oriented, intellectual, cultural, social, civic and recreational resource of choice for Indianapolis. Dare to Make A Difference Shaping Learning

49 Form work group, comprised of APs, ADs, and representatives the CCC, the CFV and Internship and Career Services that will collaborate on a regular basis in supporting existing opportunities for the Indianapolis community and identifying possibilities for future consideration. Academic Plan- 3B

50 Priority Three: Pursue creative collaborations that result in engaging learning experiences with local impact and national reach. Goal 3C: In collaboration with the Butler-Tarkington Neighborhood Association, IPS, and other city institutions, work actively to ensure that the Butler- Tarkington neighborhood remains one of the most valuable, attractive, vibrant, and safe neighborhoods in the City of Indianapolis. Dare to Make A Difference Shaping Learning

51 Identify and prioritize initiatives that link the CCC and the Butler-Tarkington Neighborhood Partner with IPS to create a Butler-sponsored College School Create time line, complete with cost estimates and a fund-raising plan, for the relocation of the COE into the current International School building. Investigate partnering with commercial pharmacy to develop outlet providing professional experiences for COPHS students and services to BTN. Academic Plan- 3C

52 Priority Three: Pursue creative collaborations that result in engaging learning experiences with local impact and national reach. Goal 3D: Expand our horizons nationally by developing experiential learning opportunities in other US locations. Dare to Make A Difference Shaping Learning

53 Join the NACU semester-long Student Exchange Program. Identify short courses/study trips to historically significant US sites as well as opportunities for learning experiences not readily available in the Indianapolis community. Situate the Washington Center Program within the new (yet to be named) office supporting high achieving students and take deliberate action to expand participation in the program. Academic Plan- 3C

54 Dare to Make a Difference Shaping Learning Priority Four: Build on Butler’s reputation in international education by forging additional opportunities and partnerships.

55 Goal 4A: Bolster existing global education efforts by establishing the Center for Global Education (CGE) as the intellectual and physical home for academic global initiatives. Dare to Make A Difference Shaping Learning

56 Plan and create enhanced and more visible space for CGE and the associated interdisciplinary academic programs. Assemble team to craft plan to transition the CGE from a center primarily focused on study abroad and international grants, to one that also coordinates academic programs, provides a community space for faculty and students, and presents related programming. Academic Plan- 4A

57 Priority Four: Build on Butler’s reputation in international education by forging additional opportunities and partnerships. Goal 4B: Foster creative collaborations that result in a more integrated and dynamic mix of global studies offerings. Dare to Make A Difference Shaping Learning

58 1.Develop new courses and concentrations to flesh out the curriculum, to create a balance of area studies and thematic offerings, and to prepare students for careers in international fields. Establish a Globalizing the Curriculum task force to: –review current globally-related degrees & concentrations, –note overlap, interconnections and suggest improvements, –identify thematic areas of study that will inform course offerings, study abroad options, and language offerings designed to meet student learning needs. Develop proposals for new global degrees & concentrations Academic Plan- 4B1

59 2. Develop partnerships with Indianapolis entities to create a slate of “global-at-home” (or “glocal”) experiential learning opportunities that are integrated into the international studies curriculum or support the core curriculum’s Indianapolis Community Requirement Explore internships & service learning opportunities with International Center of Indianapolis Explore internship & service learning opportunities with IEDC Increase number of service learning courses that involve translating/interpreting in social service agency settings. Academic Plan- 4B2

60 3. Deploy faculty development funds to support travel and language acquisition in order to develop or enhance courses Allocate a portion of the IFSA academic allocation to support internationally-related course development activities. Determine a process through which these funds can be allocated to individuals. Academic Plan- 4B3

61 Priority Four: Build on Butler’s reputation in international education by forging additional opportunities and partnerships. Goal 4C: Increase the percentage of students studying abroad. Dare to Make A Difference Shaping Learning

62 1.Ensure that all study abroad program offerings and exchange relationships support the international thematic areas represented in the curriculum. (pending committee outcomes) 2.Assess the financial demands of study abroad in the current economic climate and pursue more cost-effective exchange agreements through the Center for Global Education 09-10 Develop exchange relationship in Greece Match exchange relationship options meet current curricular needs Academic Plan- 4C1-2

63 3. Create a full menu of study abroad opportunities to meet all students’ needs including more short-term study abroad programs led by Butler faculty. Increase international internship and professional practice opportunities across the Colleges. Charge the APSAA & CGE Director to assess best practices in calendaring for faculty-led international study trips. Through the CGE, develop a set of guidelines for developing meaningful study abroad opportunities Through the CGE, encourage each College to develop short- term, study abroad options that could be launched in January, May or summer. Academic Plan- 4C3

64 4.Leverage Butler’s distinctive urban location, experiential learning opportunities within the city, and even programs such as the Washington D.C. semester, to recruit and retain international students. Using our connections with the International Center of Indianapolis, ensure that incoming internationals with college age are aware of Butler and of our desire to serve international students well. Enhance the website for international student recruiting to highlight the academic advantages of studying in the Indianapolis urban environment. Academic Plan- 4C4

65 Dare to Make a Difference Sustaining the University Priority Five: With our mission and commitments firmly in mind, calibrate Butler’s optimal student body size and shape, given coming demographic shifts and the dynamic external financial environment.

66 Priority Five:... calibrate Butler’s optimal student body size and shape... Goal 5A: Sustain a full-time undergraduate student enrollment in the range of 3750 to 4000. Dare to Make A Difference Sustaining the University

67 Charge APSAA to: –Work with the ADs and others as assigned to review enrollment targets by department compared to enrollment for the last five years. –Work with admissions to revise targets as needed, based on capacity and potential to attract and retain students. –Work with admissions and associate deans to identify strategies to increase applicants especially to programs that have been struggling to meet realistic targets. Academic Plan- 5A

68 Priority Five:... calibrate Butler’s optimal student body size and shape... Goal 5B: Provide greater access to need- based financial aid for students and work to ensure a reasonable but still competitive balance between Butler academic merit scholarships and Butler need-based grants. Dare to Make A Difference Sustaining the University

69 Through the Diversity Across the Curriculum task force, ensure that our curriculum includes courses and program offerings attractive to American minority students. Through enhanced faculty recruitment and support efforts, increase the number of American minority in our faculty ranks. Academic Plan- 5C

70 Priority Five:... calibrate Butler’s optimal student body size and shape... Goal 5C: Continue to increase the percentage of American minority students in the full-time undergraduate student body. Dare to Make A Difference Sustaining the University

71 Dare to Make a Difference Sustaining the University Priority Six: Make Butler an employer of choice for a highly qualified, diverse mix of faculty and staff.

72 Goal 6A: Provide faculty and staff with the support and tools necessary to act on their commitments to excellence and innovation. Dare to Make A Difference Sustaining the University

73 1.The Provost’s office, in collaboration with the Deans and faculty, will develop and fund a Comprehensive Faculty Development Plan that supports excellence in teaching, advising, research and creative activity; increases global awareness and experiential learning competencies; promotes the use of best practices and the development of pedagogical and technological innovations; and serves diverse sub-populations of faculty, addressing faculty needs at all stages of their careers. Conduct needs assessment & assess current programming Codify current opportunities, create new grants & programs to fill in gaps, collaborate with Library, CFV, IT LRC, CGE. While involved in long-term planning, GET STARTED on programming for new faculty and other obvious needs Enhance communication – website, newsletter, bulletins, etc Academic Plan- 6A1

74 2.The Human Resource Department, in collaboration with the Vice Presidents and staff, will develop and fully fund a Comprehensive Staff Development Plan designed to improve current job performance and satisfaction, as well as prepare staff for promotion to increased responsibilities. This plan should anticipate training needs of a changing work force, such as language skills, technology skills, development of soft skills, and integration into the life of the Butler community. Collaborate with HR to ensure the presence of programming that meets the training and development needs of our academic staff. –Conduct series of focus groups to get academic staff input Academic Plan- 6A2 Start NOW!

75 3. Senior Administrative Group will take deliberate action within the life of this five-year plan to ensure that the salaries of Butler faculty and staff are consistent with collaboratively identified benchmarks for master’s comprehensive universities. Form a Faculty Salary Study Task Force charged with developing a 5-year plan to increase average Butler faculty salaries, first to the AAUP averages within ranks and second to the discipline-related market benchmarks. Need plan by Spring 2010. Collaborate with HR to ensure the presence of programming that meets the training and development needs of our academic staff. –Conduct series of focus groups to get academic staff input Academic Plan- 6A3

76 4. The Senior Administrative Group will develop a Leadership Butler program that will prepare faculty and staff to accept increasingly more responsible positions of leadership and establish meaningful opportunities for promotion within the Butler community and beyond. –Develop a conversation/workshop for new department chairs/program directors, hosted prior to searches beginning in fall. –Dedicate faculty development funding to support new chairs/directors to attend national workshops on leading academic programs. –Provost initiate development of Leadership Butler. Collaborate with HR to ensure the presence of programming that meets the training and development needs of our academic staff. –Conduct series of focus groups to get academic staff input Academic Plan- 6A4

77 5. We will celebrate faculty and staff accomplishments and contributions in meaningful ways. Assess College awards for teaching, scholarship & service Develop University-wide faculty awards for teaching excellence, scholarship/creative activity, advising, & service Develop Academic Division awards for staff (name & fund them) Library will connect with University Relations to elevate publicity for Celebration of Scholarship and Creativity. Develop record-keeping system of faculty and staff accomplishments and better publicize these achievements. Academic Plan- 6A5

78 Priority Six: Make Butler an employer of choice for a highly qualified, diverse mix of faculty and staff. Goal 6B: Ensure that Butler’s working environment reflects and supports cultural diversity. Dare to Make A Difference Sustaining the University

79 1. Establish cooperative relationships between the Office of Human Resources and other campus departments, particularly with regard to hiring protocols and employee diversity issues. Develop Division-wide Hiring Handbook, guided by best practices for recruiting and retaining diverse faculty. Focus some faculty development opportunities and conversations to address topics of working with diverse learners and mentoring diverse faculty—in partnership with the CFV, CGE, HR, & Diversity Center Refine communication with newly hired faculty prior to their arrival at Butler. Academic Plan- 6B1

80 2.Respond to issues identified by the Gender Equity Commission and ensure that actions taken are communicated to the Butler community. Support the continued development of the Gender Studies program. –Hire tenure-line assistant professor Academic Plan- 6B2

81 3. Proactively assess and attend to the diversity-related needs of our faculty and staff, both individually and collectively, and use the expertise of faculty and staff in developing diversity- related programs and initiatives. 4. Provide training for faculty and staff on diversity-related employment matters, such as harassment and inclusiveness. Academic Plan- 6B3 &4 Academic goals for these University goals will be developed after our needs assessment

82 5. Through campus wide collaborations, move beyond existing (but still important) diversity training to create opportunities for faculty and staff to move to the next level of understanding on diversity-related issues. One way to do this would be to adopt the “difficult conversations” model Beginning with the PAC group, establish a academic culture populated by “critical friends” capable of having difficult conversations the result in positive outcomes for the culture and our initiatives. Academic Plan- 6B5

83 Priority Six: Make Butler an employer of choice for a highly qualified, diverse mix of faculty and staff. Goal 6C: Increase Butler’s profile as an employer of choice by increasing awareness of the strengths of the Butler University community for prospective employees. Dare to Make A Difference Sustaining the University

84 1. Establish and faithfully utilize employee advertising protocols and templates consistent with the Butler coordinated communications plan. Ensure that advertising guidelines are included in the newly developed Division-wide hiring guidelines. (see 6B1) Develop a Provost’s Office webpage and update for consistency academic pages linked to this page. Academic Plan- 6C1

85 2. Create “view books” for job candidates (different versions for faculty and staff) that describe the Butler mission, commitments, and goals; codify our investment in a diverse mix of high quality employees; and outline the faculty and staff development plans offered at Butler. 3. Disseminate these employer view books to appropriate audiences beyond the candidates themselves. Develop materials for prospective faculty members that detail the faculty development opportunities Develop leave-behind materials with Advancement that make the case for donor support of faculty development initiatives Widely distribute the enhanced publication for the Celebration of Scholarship and Creative Work Academic Plan- 6C2 & 3

86 Dare to Make a Difference Sustaining the University Priority Seven: Construct and maintain facilities and infrastructure commensurate to the mission and reflective of the commitments and aspirations of the University.

87 Goal 7A: Maintain residential and co-curricular spaces that are safe, functional, environmentally responsible, and marketable. Dare to Make A Difference Sustaining the University Goal 7B: Identify, prioritize, and boldly address capital renewal and deferred maintenance needs.

88 Priority Seven: Construct and maintain facilities and infrastructure commensurate to the mission and reflective of the commitments and aspirations of the University. Goal 7A: Maintain residential and co-curricular spaces that are safe, functional, environmentally responsible, and marketable. Dare to Make A Difference Sustaining the University Goal 7B: Identify, prioritize, and boldly address capital renewal and deferred maintenance needs.

89 Initiate a collaborative conversation between PAC, the VP for Facilities Management, and the VP for Student Affairs in order to address the interrelatedness of the two goals and develop –a comprehensive plan of identified co-curricular spaces and; – a cohesive, prioritized list of items for the Capital Budget 2009-10 committee process should be completed by October 30, 2009. Academic Plan- 7A&B

90 Priority Seven: Construct and maintain facilities and infrastructure commensurate to the mission and reflective of the commitments and aspirations of the University. Goal 7C: Extend the campus master plan in ways that align with the aspirations outlined in the 2009-2014 strategic plan, the results from the comprehensive academic program review, and the athletic program review. Dare to Make A Difference Sustaining the University

91 Review Master Plan proposal and provide feedback to the Vice-President of Facilities Management –highlighting concern for future student needs. Work with VP of Facilities Management to develop collaborative process to share proposed Master Plan and incorporate feedback Write and appropriate vet proposal to relocate COE to current facilities leased by the International School for February 2010 Board of Trustees meeting. Academic Plan- 7C

92 Renovate existing space to reflect the academic initiatives associated with faculty development, interdisciplinary programs, internship and career services, global awareness, and services and programming for high achieving students. Academic Plan- 7C

93 Priority Seven: Construct and maintain facilities and infrastructure commensurate to the mission and reflective of the commitments and aspirations of the University. Goal 7D: Formulate a master plan for information technology. Dare to Make A Difference Sustaining the University

94 Members of the Academic Leadership Team (Provost, Associate Provosts, Registrar, Deans, Associate/Assistant Deans, Department Chairs) will collectively examine the Priorities Document proposal from IR and make recommendations as to the merit of the identified items and a timeline for implementation. Academic Plan- 7D

95 Dare to Make a Difference Sustaining the University Priority Eight: Underwrite stewardship that secures our ability to execute our plans and sustain the University for future generations of students.

96 Priority Eight: Grow and steward resources that enable us to execute our plans and sustain the University for future generations of students #8 Involves Academic-Advancement Collaborations Goal 8A: Sustain financial equilibrium. Dare to Make A Difference Sustaining the University

97 As appropriate, plan for the sustainability of grant funded academic and student support programs Prepare to use QPC Project results to assess sustainability issues (QPC project will start Fall 09 and be completed Fall 11) Academic Plan- 8A

98 Priority Eight: Grow and steward resources that enable us to execute our plans and sustain the University for future generations of students Goal 8B: Generate funding required to advance Butler’s aspirations. Dare to Make A Difference Sustaining the University

99 Academic Plan- 8B1 1.Increase gift income from all sources, with special emphasis on giving from alumni, corporations, and the Board of Trustees. –Alumni Identify new prospects through known relationships Encourage current alumni donors to increase gifts levels Develop new opportunities

100 Academic Plan- 8B –Corporate Giving Determine feasibility of Corporate Partnership programs which encourage annual corporate support via gifts and marketing-based sponsorships –Boards of Visitors – Gather and develop a set of best practices to be shared by the College BOVs, including BOV development practices for each college.

101 Priority Eight: Grow and steward resources that enable us to execute our plans and sustain the University for future generations of students Goal 8C: Identify and launch viable new revenue-generating academic programs and auxiliary activities Dare to Make A Difference Sustaining the University

102 Academic Plan- 8C Re-design Butler’s Summer School so that it meets student learning needs and meets revenue generating expectations. Through PAC, examine potential opportunities for short, non-credit education across Colleges. Assuming potential is present, adopt a profit model specifying how profits and costs are shared

103 Academic Plan- 8C Retain consultant to conduct market feasibility studies to identify possible new “market-smart & mission driven” programs for working adults competitive analysis examination of peer schools estimates of market size and growth detailed and defendable estimates of program size, costs, and revenues. Assuming potential is present, adopt a profit model, specifying how profits and costs are shared

104 Academic Plan- 8C Develop or gain access for an appropriate site to accommodate all adult education.

105 Priority Eight: Grow and steward resources that enable us to execute our plans and sustain the University for future generations of students Goal 8D: Continue to increase the effectiveness of the Board of Trustees. Dare to Make A Difference Sustaining the University

106 Priority Eight: Underwrite stewardship that secures our ability to execute our plans and sustain the University for future generations of students. Goal 8E: Further engage Butler alumni in the life of the University. Dare to Make A Difference Sustaining the University

107 Academic Plan- 8E Each College will draft a plan to create, publicize, and offer additional engagement opportunities to their College alumni.

108 Dare to Make a Difference Sustaining the University Priority Nine: Increase Butler’s national profile.

109 Goal 9A: Increase Butler’s academic profile by collecting and publicly disseminating evidence of our education outcomes. Dare to Make A Difference Sustaining the University

110 Create student educational outcomes webpage –Retention rates & graduation rates –Graduate placement rates (work, grad school, professional programs) –National scholarships –Professional exam pass rates, grad entry scores Create academic profile page listing institutional accreditations, specialized accreditation, list of honor societies, etc. Academic Plan- 9A

111 Establish “worth knowing” mechanism to get academic news to University relations. Create a Communication Internship for Butler student to craft press releases about the content of faculty/student research. Academic Plan- 9A

112 Priority Nine: Increase Butler’s national profile. Goal 9B: Complete and implement a Coordinated Marketing Communications Plan that reflects Butler’s mission and commitments while lifting our national profile. Dare to Make A Difference Sustaining the University

113 Ensure that all marketing and communication materials developed all of all academic division audience are consistent with the Butler Coordinated Marketing Communication Plan. www.butler.edu/cmcp Academic Plan- 9B

114 Dare to Make a Difference


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