Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
CHHS Develop co-curricular IPE activities suitable for W
Signature designation at both undergraduate and
graduate levels
Increase interprofessional education (IPE) activities
at the program and college level
• Facilitate development of one credit hour sections
of IPE 3800/6800 with faculty/programs
• Develop specific courses for the wider college
audience that can be accessed by a variety of
programs and thus interdisciplinary in nature; e.g.,
an undergraduate research course and a graduate
cultural competency course
• Increase visibility and access to information about
college IPE events and activities through website
redesign and program publicity/marketing to
students
Progress Increase in IPE simulations from 2 to 4, with another in development. UG
event planned for learning community. Course development prioritized in
strategic plan.
IE Goal 1: Maintain HLC “good standing” accreditation
status, the highest standard available.
Objective 1.2: WMU successfully implements the
Signature quality initiative that meets HLC
expectations by fall 2018.
Strategy 1.2b: The Signature timeline is met, so that
piloting begins in fall 2016 and full implementation
begins fall 2017
Success Measure: The Signature is piloted fall 2016.
Success Measure: The Signature is fully implemented
fall 2017.
Success Measure: Annual progress reports are
submitted for the evidence prior at the close of each
fiscal year.
Progress The Signature had a successful pilot and is prepared to launch fall 2017.
The progree report was submitted in June 2017.
CFA GOAL 3: Increase creative-scholarly output,
interdisciplinary activities, and leadership
development opportunities
Objective 3.2 Develop different ways to incentivize
creative-scholarly output, interdisciplinary activities,
and leadership development
Strategy 3.2.d Explore options for Signature
Designation
Success Measure: Complete fact-finding and begin
development of interdisciplinary CFA pathway by ‘21
Completed Fact-finding indicates that there is little interest in developing a
designation at this time. We plan to revisit this in a few years to review
interest.
Enrollement
Management
Progress Improved student transition programs and services through modifying
new student orientation approach:
- Modified the new student orientation program message to increase
distinct awareness of the WMU experience
o Student engagement in the University experience is an expectation.
o Campus size is an experiential asset.
o Expand the sense that campus is a safe environment
o Promote living on campus increases student satisfaction and retention
o WMU is a quality alternative to flagships that are too large, impersonal,
cold and not a student centered experience.
o Individual’s responsibility to become a good citizen, enhance pride in
WMU and establish a personal commitment to success
- Expanded partnership with student affairs in the development of our
orientation model and programming.
- Changed institutional focus of orientation from an admissions yield event
to one of student transitioning, community engagement and academic
responsibility.
- Developed a more defined parent track and student track-some overlap
of sessions for common subject.
- Better defined the purpose and intended outcomes of Orientation and
Welcome Week.
- Utilize smaller cohort groups in Orientation to insure greater
engagement.
- Expanded transition programs beyond previous boundaries to establish a
greater connection to the WMU community.
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. Objective 1.1: Experiential and co-curricular learning opportunities are available to help undergraduate and graduate students develop their unique education portfolio.a: Develop and implement the
Signature Designation to support
student engagement and distinction.
IE-9/5/2017 1
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CEAS Recruit, retain and graduate a well-qualified and
diverse undergraduate student body
Improve the academic profile of undergraduate
students
Develop a CEAS Signature Program on student
leadership and career development to support
student engagement and distinction
Signature Program’s activities and means to track
student participation have been identified; proposal
submitted to CEAS Dean by April 2017
Completed Signature Program’s activities and means to track student participation
have been identified; proposal submitted to CEAS Dean by April 2017.
EUP Recognition as a higher education leader by targeted
audiences
Provide responsive and diversified programming that
meets demand, provides solutions to community
challenges and extends WMU expertise
Provide defined, marketable areas of emphasis
within University Studies that align with workforce
demand data
Establish early college initiatives at regional locations
Identify competency-based course pathways and
curricula
Support engaged community scholarship at each
regional location
Conduct market research to identify and extend
programming through innovative formats and
credentials
Apply market research model and program viability
criteria for each location
Deliver university content and integrate with degree
portfolio through professional development,
conferencing and lifelong learning
Increase University Studies majors from ~340 to 750
by 2021
Serve 1,500 students in blended high
school/university learning initiatives
Increased number of community relationships
(Carnegie Model)
Document and establish growth metrics for the
economic impact of EUP programs and activities in
our communities
Increase 20 programs by 2021
Have a top 10 Best Online Program ranking U.S.
News & World Report by 2021
Have a top 25 in the 6 eligible categories in U.S.
News & World Report by 2021
Increase professional development and conferencing
revenues to $1,000,000
Increase direct investment from community partners
or other influencers
Delayed University Studies Program grew from 340 to more than 400 = 17%;
CoA (added as part
of Provost priorities
report-07/11/2017)
Progress • AV Maintenance: We are looking at adding the Federal Communication
license, the FAA dispatcher certificate, and the ASTM F46 Avionics
certificate, and a proposed UAS certificate as additional credentials a
student can obtain.
CHHS Create new and enhance existing certificate
programs within CHHS
Find a way to financially support students in
Gerontology and Holistic Health certificate programs
• Begin meetings at program and department level
to identify new financial avenues
Progress Meeting held with financial aid concerning certificate program support.
Job codes for graduates with these certificates identified so as to qualify
for aid. New stackable certificates developed in Holistic Health.
Graduate College GC2: Assist graduate programs with enrollment
management
GC2.8 Broaden graduate education opportunities
with collaborative degree programs, new certificate
programs and stackable micro-credentials, and
expansion of AGDPs.
GC2.8.4 Work with departments/programs to assess
need and opportunities for new certificate programs
Increased number of graduate certificate programs Progress Established 4+1 with Kalamazoo College-first program to admit students
will be Masters in Comparative Religion. A number of graduate certificate
and accelerated programs are being proposed through the curricular
process.
CAS (added as part
of Provost Priorities
Report- 07/11/2017)
Completed The College of Arts and Sciences has recently added graduate certificate
programs in Applied Hydrogeology, Applied Statistics, and Biostastics, an
accelerated MA in Earth Science and graduate certificates in Geographic
Information Science, the History of Monastic movements; Spirituality,
Culture and Health, and Non-Profit Leadership and Administration
Objective 1.2: Innovative curricular delivery leads to strategic growth in quality and transformative graduate and undergraduate education.
a: Develop and implement the
Signature Designation to support
student engagement and distinction.
b: Pioneer new configurations of
undergraduate and graduate
certificates and stackable credentials.
IE-9/5/2017 2
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CFA GOAL 2: Optimize student enrollment, retention, and
completion rate activities
Objective 2.4 Develop new and enhance existing
programs to address new markets and learner
demand
Strategy 2.4.a. Investigate the development of a
low/no residency Master’s Degree in Arts
Management/ Enterprise /Leadership
Strategy 2.4.g Design and implement online
certificate options as well as accelerated programs
Success Measure: Pending results of feasibility study,
develop and implement new degree/curriculum
Success Measure: Online Dance Studio Management
Certificate implemented and enrolled. Create an
accelerated Master’s degree pathway in Music.
Progress Feasibility study complete. MA in arts management curriculum planning is
moving forward, complete with accelerated option and prior-learning
assessment credit. The MA will probably be three stackable post-BA
certificates. The online dance studio management certificate is
implemented and enrolled. The accelerated pathway in Music Therapy will
be done as part of the offerings in Punta Gorda Florida. Discussions on
how to staff that are currently underway with EUP.
HCoB Implement economically sustainable practices and
policies aligning resources with college priorities
(HCOB Goal 5)
Generate and leverage multiple revenue streams to
support the fiscal vitality of (HCOB 5.1)
Develop and implement courses and initiative such
as new MBA programs, executive education and
certificate programs.
Number of programs and number of students. Progress a. Proposals with EUP before Stryker and Mercy Health for onsite MBA's
b. Certificate programs in ISM and Cybersecurity: start in 2017-18
EUP Ensure operational efficiency and effectiveness Implement project management solutions across
EUP and increase access to relevant information and
data
Create a centralized project management tool for
program development, program review, etc.
Decrease program development time to launch Progress Established strategic staffing model to implement project management
approach to tasks
CAS (added as part
of Provost Priorities
Report- 07/11/2017)
Progress The College of Arts and Sciences adopted an electronic curricular change
form which has streamlined procedures. With this, proposals are more
efficiently routed from the department level to the curricular committee
to the Dean’s office and then to the Faculty Senate. The system has also
helped us better manage and organize previously submitted files.
Additionally, the CAS College Curriculum Committee revised its traditional
voting procedures, a change that has made meetings more efficient and
objective while also increasing the quality of accepted proposals.
Departmental/unit representatives now introduce proposals and answer
questions raised by committee members via conference call. At the Enrollment
Management
Progress Identified, purchased and implemented "25Live" new software for campus
class scheduling.
CHHS Each program and the college will transition to an
entirely electronic system of information sharing and
approval for curriculum changes
In fall 2016, have all members of CHHS departments
submit course changes through electronic system
• As program change electronic process is available,
volunteer to be a pilot site
• Provide quantitative and qualitative feedback to
process developers at a minimum of every 6 months
Completed Departments using electronic submission for course curricular change
proposals.
Assessment/Undergr
ad Studies
Assure timely progression of curriculum changes Develop electronic workflow process for curriculum
in collaboration with Faculty Senate
Workflow for course changes will be fully
implemented beginning the fall of 2017
Completed The office worked with the Faculty Senate Executive Board and the Office
of Information Technology to complete work on an electronic workflow
process for curricular changes to courses. As of April 1, 2017 all changes
to courses must be done using the electronic system. The electronic
system will be expanded in the future to include changes to programs.
b: Pioneer new configurations of
undergraduate and graduate
certificates and stackable credentials.
d: Make the curricular approval
process nimble so that programs can
better respond to the needs of a
rapidly changing world.
IE-9/5/2017 3
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CHHS Will support upcoming discussions and provide input
to design team
Delayed
CoA (added as part
of Provost Priorities
Report-07/11/2017)
Progress Director of Advising currently serves on the Faculty Senate Transfer
Committee for WMU Essential Studies Implementation Plan.
Libraries Create innovative library programming responsive to
University needs
Build a sustainable information literacy program that
reaches students at all levels
Work with faculty and academic depts. to integrate
info lit concepts into new Gen Ed Curriculum
Metric to be determined once curriculum is
approved
Delayed Will plan to work with Essential Studies implementation group to integrate
information literacy into curriculum now that it has been approved
CFA Waiting on University plan Delayed CFA faculty senators will be leading the push for member-volunteers from
the college on implementation subcommittees.
Assessment/Undergr
ad Studies
Facilitate an integrative general education program Work with Faculty senate to develop a new general
education program
A new model will be adopted by the end of spring
2017 and implemented by the fall of 2018
Progress The office worked with the Faculty Senate to develop a new general
education model with a new name. The full Faculty Senate at their April
2017 meeting approved the name WMU Essential Studies and a new
model was approved at the May 2017 meeting. The office is now working
with the Logistics Committee of the Faculty Senate to implement the
approved model.
CAS Provide outstanding learning experiences to
undergraduate and graduate students
Develop a comprehensive response to general
education revision, including a focus on gen ed
course outcomes
Focus on within course outcomes in gen ed classes
and lower division courses
Put structure in place by 2018 to track student
learning and DEWI rates in all gen ed courses by
department
Delayed While waiting for the general education revision to be completed, in the
interim we are working with our Student Success Services unit to develop
a process over the summer using our JGI datasets to complete the data
gathering on existing general education courses and share with
departments in September.
e: Prioritize the completion of an
innovative general education revision
by the end of the academic year 2016-
17.
IE-9/5/2017 4
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. EUP Recognition as a higher education leader by targeted
audiences
Provide responsive and diversified programming that
meets demand, provides solutions to community
challenges and extends WMU expertise
Establish early college initiatives at regional locations Serve 1,500 students in blended high
school/university learning initiatives
Progress Continued work with GRPS / Kent ISD and Charlotte County Public Schools
for Dual enrollment - established contract with Forest Hills Public Schools
planning on 25+ enrollments for Fall 2017.
CAS (added as part
of Provost Priorities
Report- 07/11/2017)
Completed The College of Arts and Sciences has just launched the Collegiate Pathways
program, which will allow high school students in Grand Rapids to
complete a Chinese minor through dual enrollment at their high school.
We are also finalizing an agreement with Kalamazoo Christian High School
that will allow their students to complete a Spanish minor via dual
enrollment on the WMU campus. The College of Arts and Sciences also
supports important initiatives including the Geographic Bee, History Day,
Core Kids, and partnerships for KAMSC students to conduct research with
our STEM faculty.
CHHS Continue partnership with Western Regional Area
Health Education Center (AHEC) to identify and
implement early-middle college/pre-college
initiatives connecting rural and disadvantaged
populations to higher education at CHHS
Continue development of Health and Human
Services pipeline program, designed to connect rural
and disadvantaged students to health care
professions, with an underlying aim of addressing
shortages in the health care workforce (especially in
rural and minority populations)
• Continue identifying donors and funding for the
first cohort, Summer 2017, to bring up to 12 pre-
college students to campus to begin studies in health
education in their junior or senior years
• Identify long-term partners for funding and
resources to bring rural and disadvantaged students
to higher education
• Continue bringing junior and high school students
to CHHS/campus to expose them to health care
professions through AHEC and other immersion
opportunities
Completed Health Care Connections program launched this summer I with 12
students in attendance fully supported by grants. Students will complete 6
credits in CHHS coursework and attend experiential field trips. Junior/high
school students exposed to CHHS through HOSA's event organized by
AHEC.
CoA (added as part
of Provost priorities
report-07/11/2017)
Progress • We already have agreements with CACC, KRESA-EFE and WMAA through
KCC for college credit. We are working on other dual enrollments with
EUP. In particular, we are well along the way with signing a dual
enrollment with the Charlotte County Public School in FL. Also in FL, we
plan to begin working on similar agreements with the College High School
that operate within FSW. All of this is with EUP support.
Enrollment
Management
Progress Established new Pre-Professional Program Office and increased
programming through grant solicitation and receiving institutional
awarding of addiitonal "Gear Up" grants.
CFA GOAL 2: Optimize student enrollment, retention, and
completion rate activities
Objective 2.4 Develop new and enhance existing
programs to address new markets and learner
demand
Strategy 2.4.c. Work with Extended University
Programs to design and implement an Early/Middle
College pathway in Integrated Arts Enterprise for
WMU-GR campus/region
Success Measure: EMC-GR is implemented via
contractual agreement with GRPS
Progress The EMC pathway is complete on paper and awaiting curriculum approval
for six unique classes staffed by WMU. GRCC will provide all General
Education expectations of the pathway. GRPS is reengaging in the process
and we expect a visioning meeting with the superintendent in July or
August 2017.
Objective 1.3: A culture of continuous assessment and improvement ensures academic excellence.
h: Launch and support the early-middle
college/pre-college initiative allowing
high school students to access
mutually beneficial and cost-effective
WMU programs.
IE-9/5/2017 5
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. EUP Recognition as a higher education leader by targeted
audiences
Provide responsive and diversified programming that
meets demand, provides solutions to community
challenges and extends WMU expertise
Conduct market research to identify and extend
programming through innovative formats and
credentials
Increase 20 programs by 2021
Have a top 10 Best Online Program ranking U.S.
News & World Report by 2021
Have a top 25 in the 6 eligible categories in U.S.
News & World Report by 2021
Progress Developed three new graduate certificates (information security -2 and
supply chain managment) redeveloped MSN, RN-BSN, FSC for online
delivery. New programs provide eligibility for US NEWS and World Report
ranking category.
CHHS Recognition of programs offered in the College of
Health and Human Services
Use existing – and create new – ways to share
college and unit story(s).
• Centralized location (can be electronic) that lists all
programs in the college and notes Points of Pride
(e.g., Fulbright scholars, WMU Presidential Scholars,
Medallion awardees, and national rankings where
applicable)
• On an annual basis, each program reports on
graduation rates, placement rates and exceptional
placements (to be shared as part of the State of the
College activities
• Unit bulletin boards must be updated at least 3
times per fiscal year
Delayed Discussion of website revision to include points of pride; development of
student stories in collaboration with Development and Alumni Relations.
LHC LHC Goal 7: Provide an innovative and dynamic
curriculum that promotes critical thinking,
communication skills, global engagement, involved
citizenship and a desire for lifelong learning.
(Not on formal LHC Plan, but a priority for Spring
2017.)
Identify key LHC student learning outcomes and
develop a plan for assessment.
Continue temporary advisor covering maternity leave
thru May 2017 to free up Advising Dir to work on
Assessment Plan
Completed list of key LHC student learning
outcomes and a plan for ongoing assessment.
Delayed Identified this as an area of need during Learner Support Program Review.
Plan to address over the next 6 months.
CoA(added as part
of Provost Priorities
report-07/11/2017)
Progress • Av Flight Science: We are pouring resources into our most in-demand
program: Aviation Flight Science. This nationally recognized program
creates graduates with skills that are in such demand that they start flying
for airlines and institutions paying 60k within one year is graduation, and
over 150K, within 8 years of graduation. This is better return on
investment for a student's educational tuition than many careers,
including lawyers, medical doctors, and teachers.
Libraries Design & implement an intuitive, user-friendly online
library experience that promotes discovery and
learning
Complete and implement the current redesign of the
University Libraries website
Update wireframe to improve website navigation &
optimize for mobile devices; Update infrastructure
for creating and publishing content
Wireframe is under development, content creation
and publishing content change procedures have
been approved, implement in Summer 2017
Progress Wireframe has been finalized, waiting for new template from University
Relations
CoEHD Enhance and implement the optimum portfolio of
high quality programs
Enhance student outcome assessments across
program areas
Fully implement the Tk-20 assessment system across
the college’s programs
Progress Implementation of the software is mostly complete. Training sessions
have taken place. Currently, programs are entering student learning
outcomes into the system.
c: Provide resources necessary to
support the needs of nationally and
internationally recognized
undergraduate and graduate
programs, and model this trajectory to
cultivate other programs.
IE-9/5/2017 6
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CFA GOAL 2: Optimize student enrollment, retention, and
completion rate activities
Objective 2.4 Develop new and enhance existing
programs to address new markets and learner
demand
Strategy 2.4.f Support faculty, staff and students in
new and existing high quality programs
Success Measure: Reallocation of resources to
create recruiting and marketing staff positions. Use
scholarships and financial aid to attract and retain
high quality students. Implement incentives to
retain high quality faculty.
Completed We have hired a CFA Marketing professional as well as a dedicated
recruiter, largely working with the Frostic School in order to stabilize
downward enrollment trends. We have implemented reasonable (largely
financial) incentives to retain high quality faculty in 2016-7. Retention
efforts via use of DT funds continues to yield us a retention rate much
higher than the WMU average.
HCoB Promote innovative learning, discovery and service.
(HCOB Goal 2)
Maintain innovative, high quality curricula (2.1) Increase and support number of programs with
national and international reputations.
Number of nationally ranked programs. Delayed a. Investing in new sales lab
b. Increase faculty in ISM via EUP support
c. Support creation of food center
EUP Ensure operational efficiency and effectiveness Recruit, retain and develop the best talent Assess individuals in each role against core
competencies.
Provide training to fill the gaps or create a
development/progression plan
Develop cross-training plans in all jobs/departments
Conduct professional development forums within
EUP
Leadership development initiative
Document core competencies for all roles
Measure employee promotions/career progression
100% participation in professional development
Progress Developed strategic staffing model to focus on tasks and move from
geogrpahical task focus to virtual and Florida student recruitment,
retention and stakeholder engagement.
CHHS Increase clarity on the governance structure of the
College of Health and Human Services
Develop committee structure, outlining membership
and duties to maximize faculty and administrative
resources
• Inform college of college standing committees in
terms of structure, charge and membership
• Simulation committee to develop new
interprofessional opportunities and identify faculty
champions
Completed Strategic Planning Council completed chart detailing committee structure
and reporting to be included in paper publication for launch of strategic
plan revision.
CoA Goal 4.1 Create a master plan for hiring of faculty
and staff based on updated curriculum and research
priorities.
Objective 4.1.A: Determine the number of faculty
and staff, and their qualifications, required to
implement the various curriculum and associated
plans developed.
Strategy 4.1.A.1: Number and type of faculty and
staff required per year through 2020.
4.1.A.1 – add sufficient faculty to achieve growth
plans.
Delayed Not Achieved: add sufficient faculty to achieve growth plans.
CAS(added as part of
provost priorities
report-07/11/2017
Progress The College of Arts and Sciences is hosting two summer workshops for all
Chairs and Directors, one facilitated through the Council of Colleges of
Arts and Sciences and the other focused on Conflict Management. We
have begun an informal mentoring program for all new Chairs and the
development of a College of Arts and Sciences Chairs and Directors
Handbook detailing main policies and procedures. CAS academic advisors
have benefited from travel to professional conferences. In this past year,
several members of that office presented cutting-edge research and
practices at the annual meetings of the National Association for Academic
Advising (NACADA).
Objective 1.4: Strategic investment in personnel promotes academic excellence and innovative discovery.c: Create and fully implement
professional development and
operational succession plans for
faculty, staff, and administrators.
c: Provide resources necessary to
support the needs of nationally and
internationally recognized
undergraduate and graduate
programs, and model this trajectory to
cultivate other programs.
IE-9/5/2017 7
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. ALR Support New Administrator's series; advisory role
with OFD to develop professional development
opportunities and support services for part-time
instructors
Completed Provide financial support for new administrator training series, new part
time instructor series to begin Fall 2017.
IE Goal 6: Manage policies and practices related to
personnel and payroll to positively contribute to
employee satisfaction and workplace engagement.
Objective 6.3: Alignment of personnel performance
reviews and weekly planning activities maximizes
human and fiscal resources.
Strategy 6.3b: Develop employee manuals for each
of the identified staff position and graduate
assistantship that will allow for improved job
succession.
Success Measure: Each staff member has a
developed a manual to assist in any planned or
unplanned departure from WMU to minimize a
successor’s learning curve.
Progress The employee manuals for the assistant director positions have been
completed. Revisions are being made on the GA manual.
Libraries Reorient the Libraries’ org structure to better align
with mission & vision, & foster a user experience
culture
Strengthen investment in personnel Develop & invest in building staff expertise to
support priorities; identify HR gaps & recruit talent
to meet needs
See 1.4.a Progress New organizational structure has been identified and all libraries staff and
faculty are progressing toward implementation, it is expected that many
changes will be in place by Fall semester 2017, with full implementation
by Winter semester 2018
HIGE Recruit, develop, and retain a student body that is
both globally diverse and globally engaged.
Pursue continued professional development
opportunities for staff.
1. Establish institute-wide professional development
policy.
2. Establish and promote staff exchange
opportunities with international partners
1. Policy established. Number and distribution of
professional development activities across HIGE.
2. Initial staff exchanges have taken place. Number
of staff exchanged; diversity among
departments/divisions
Progress Professional development policy established and implemented. There
were a total of 43 professional development activities with the majority
being in CELCIS (17), but other units also represented.
CFA GOAL 3: Increase creative-scholarly output,
interdisciplinary activities, and leadership
development opportunities
Objective 3.4 Build administrative capacities within
CFA through strategic talent development activities
Strategy 3.4.a. Dean/Assoc. Dean develop a CFA
Faculty Fellows program
Success Measure: One Faculty Fellow in each unit by
2021
Progress We will pilot the program in the coming academic year with a faculty
member in the School of Music. Assessment and readjustment to the
program will follow.
Enrollment
Management
Progress Implemented new organizational models in Office of Admissions
- Freshman recruiter positions move to 2 year term positions
- Transfer recruitment positions moved to 5 year term positions
- Established a new position to oversee scholarship awarding in admission
recruitment
- Established a new event planned position to oversee the development
and renewal of all admission events.
- Strengthened the role of college centered recruiter positions to achieve a
more active role in campus visits-sell the program and the college-involve
faculty.
c: Create and fully implement
professional development and
operational succession plans for
faculty, staff, and administrators.
IE-9/5/2017 8
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. Assessment/Undergr
ad Studies
Ensure quality undergraduate advising in concert
with the college advising directors
Revamp the University Advising Committee (UAC)
meetings to regularly include professional
development exercises
Professional development exercises will be a regular
feature of UAC meetings by the fall of 2017
Delayed There was one individual from Student Affairs who participated in a staff
exchange to a partner institution in Sweden. We are in the process of
developing other opportunities.
EUP Recognition as a higher education leader by targeted
audiences.
Provide responsive and diversified programming that
meets demand, provides solutions to community
challenges and extends WMU expertise
Conduct market research to identify and extend
programming through innovative formats and
credentials
Apply market research model and program viability
criteria for each location
Increased number of community relationships
(Carnegie Model)
Document and establish growth metrics for the
economic impact of EUP programs and activities in
our communities
Increase direct investment from community partners
or other influencers
Progress Developed strategic staffing model to focus on tasks and move from
geogrpahical task focus to virtual and Florida student recruitment,
retention and stakeholder engagement. Supported fresh water research
in Charlotte County; supported clinical outreach accross Michigan and
Florida; Started construction on the AMP lab in Grand Rapids in
partnership with high level community stakeholders; Received $25k from
Osher Foundation (in addition to $1m from 2016), received $500 k +
hangar lease for $1 from Charlotte County.
CHHS Identify new opportunities for collaboration with
institutions and continue to deepen relationships
and ties to existing partners
Continue working collaboratively with EUP to
develop partnerships that are in beginning stages,
and continue to identify new opportunities
• Further develop plans for partnerships with KVCC
with the School of Interdisciplinary Health Programs
• Continue working with state and local partners in
Punta Gorda to establish PA rotations and other
programs on-site at Florida Southwest State College
• Develop plans and relationships for MOU between
Dillard University for a pipeline program for
Blindness and Low Vision Studies
Progress Increase in PA rotations in Charlotte County, FL. School of Interdisciplinary
Health exploring collaboration with KCC, as well as RN-BSN in Bronson
School of Nursing.
Graduate College GC2: Assist graduate programs with enrollment
management
GC2.8 Broaden graduate education opportunities
with collaborative degree programs, new certificate
programs and potential stackable micro-credentials,
and expansion of accelerated graduate degree
programs
GC2.8.1 Work with departments to identify areas for
3+2 or 1+1 programs with other
domestic/international institutions
Increased numbers of graduate students in
collaborative degree programs
Progress Established 4+1 with Kalamazoo College-first program to admit students
will be Masters in Comparative Religion. A number of graduate certificate
and accelerated programs are being proposed through the curricular
process.
CAS (added as part
of Provost Priorities
Report- 07/11/2017)
Progress The College of Arts and Sciences has just launched the Collegiate Pathways
program, which will allow high school students in Grand Rapids to
complete a Chinese minor through dual enrollment at their high school.
We are also finalizing an agreement with Kalamazoo Christian High School
that will allow their students to complete a Spanish minor via dual
enrollment on the WMU campus. The college has also entered into
several collaborative partnerships with area community and technical
colleges. New and soon-to-be-completed agreements between CAS and
departments of Kalamazoo Valley and Kellogg Community College will
generate new transfer enrollment while assisting new students Enrollment
Management
Progress Improved recruitment strategies for Transfer Student enrollment
outcomes.
- Developed a separate transfer admissions team to promote greater
outreach and physical presence in the Michigan community colleges.
- Initiated more articulation agreements
- Streamlined transfer application process and increase recruitment
Goal 2: Establish a robust graduate and undergraduate enrollment management plan that recruits, retains, and graduates a diverse, outstanding student body consistent with a learner-centered, discovery-driven, and globally engaged university. Objective 2.1: Strategic management of enrollment leads to achievement of enrollment levels consistent with WMU’s distinctive programs and transformative educational experiences.b: Empower the offices of Admissions,
Graduate Admissions, International
Admissions, and Extended University
Programs, in collaboration with
academic programs, to embark on new
agreements with partnering
institutions.
c: Create and fully implement
professional development and
operational succession plans for
faculty, staff, and administrators.
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Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CoA(added as part
of Provost Priorities
report-07/11/2017)
Progress • We continue to look for new schools to partner up with. We already
have formal agreements with several schools in MI, two in Indiana and
soon with one in Illinois and are forging ahead with a transfer agreement
with FSW in FL. As Sharon mentioned, when we identify schools that it
makes sense to have a formal agreement with, I’ll reach out to them
initially and then we begin with a visit to their school by me and Sharon.
Sometimes, things get held up in senior administration. For example we've
been trying to get an agreement signed with The Aviation Institute of
Maintenance in Indiana for well over a year and only just had that signed.
Also, Parkland College in Illinois have had their agreement held up as we CoEHD Optimize resource acquisition and management Strengthen recruiting, enrollment, and retention Establish new 2+2 articulation agreements with
community colleges and recruit students for the 3+2
and 1+1 programs overseas
Progress Approximately seven new articulation agreements have been completed.
Approximately five more are in progress. There are also plans to update
agreements that are out of date.
CFA GOAL 1: Ensure that curriculum and programming
prepare students for successful careers in the arts
and related fields
Objective 1.2 Annually evaluate relevance of
credentials, curriculum and programming
Strategy 1.2.d. Review existing articulation
agreements to ensure accuracy with current
curriculum and seek out new partnerships.
Success Measure: Consistent transfer rates with
limited issues
Progress We continue to ask our advisors to monitor transfer issues that students
consistently have as the come into CFA. We use this to further discuss
options with our Chairs/Directors in hopes that faculty will work closer
with CC institutions to smooth pathways. To that end, the School of Art
has reopened discussions with Kellogg CC and KVCC regarding pathways
for students in graphic design and the yet-to-be created area at WMU of
motion graphics/animation.
HCoB Promote innovative learning, discovery and service.
(HCOB Goal 2)
Maintain innovative, high quality curricula (HCOB
2.1)
Develop stronger connections within the college and
outside the college to enhance educational
opportunities
Number of students from partner programs.
Number of new programs with partner institutions.
Progress a. Created joint institute with GUFE, China
b. 1+1 MBA with Christ Univ, India
c. Expanded connections with Paaderburn University, Germany
CAS to develop a sustainable resource strategy (i.e.,
enrollment and development efforts)
Develop 2+2 articulation agreements between CAS
departments and community colleges-beginning
with KVCC
Build on existing relationships and partnerships to
move existing gen ed curriculum agreements to
more formal 2+2 articulation agreements
By 2018 to complete agreements with all CAS
departments with KVCC and begin similar process
with GRCC and KCC
Progress James Cousins has been working to revise our current articulation
agreements between individual CAS departments and KVCC. To date,
English, Communication, Spanish, Criminal Justice, History, Political
Science and Economics are in process or completed. Initial steps have
been taken to develop an articulation agreement with KCC in Criminal
Justice. Plans are in place to meet with GRCC and LCC in the fall.
EUP Recognition as a higher education leader by targeted
audiences.
Optimize promotion strategies and recruitment
capabilities
Build and implement strategies and value
propositions for each audience, program and
regional location according to the brand strength
dimensions identified for emphasis or improvement
Optimize program messaging and promotion
channels validated by market research and data
analytics
Develop recruitment models that engage primary
targets: prospective learners and influencers
Establish benchmark metrics and goals for brand
awareness and perception
Increased brand awareness and perceptions metrics
based on goals
Implementation of next generation recruitment
model
Identified measures and set goals:
• Inquiries
• conversion rates from inquiry to application
• timeframe from inquiry to enrollment for each
program or discipline
Progress Continued work with GRPS / Kent ISD and Charlotte County Public Schools
for Dual enrollment - established contract with Forest Hills Public Schools
planning on 25+ enrollments for Fall 2017. Conducted market research
and analyzed EUP program portfolio based on market demand, economic
need and competity intensity for 42 existing EUP programs and over 50
potential new program areas. Segmented geographic regiona into 8
segments to assess national demand; analyzed Michigan data to develop a
strategy for maintaining a Michigan market for EUP delivered courses,
Used market research to inform new program develpment; Used market
reserach to work with academic departments to change names of
programs, increased clinical opportunities and adjust format to address
market demand. Created, executed survey of 1,050 Michigan residents to
measure WMU overall brand awareness and perception - results reported
b: Empower the offices of Admissions,
Graduate Admissions, International
Admissions, and Extended University
Programs, in collaboration with
academic programs, to embark on new
agreements with partnering
institutions.
c: Expand and optimize WMU’s
enrollment management efforts of
targeted student groups and strategic
geographic regions.
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Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. LHC LHC Goal 1: Improve student retention within the
Lee Honors College and increase honors college
graduation rates
Objective A: Increase completion rate of honors
theses from less than 50% to 50% within 2 years and
to 70% within 5 years.
Statistics student hired to compile and analyze data.
Review of data results occur in 2017 to develop
further recommendations for improvement.
LHC has implemented several changes to the thesis
process and student engagement. % completion to
be reviewed annually to measure improvement.
Progress Had largest number of thesis defenses and graduates to date this
academic year. Still reviewing completion and paperwork submission for
Spring 2017.
Graduate College GC2: Assist graduate programs with enrollment
management
GC2.2 Develop and implement a graduate
enrollment management plan
2.2.5 Continue to work towards increasing the
diversity of admitted graduate students
Increased diversity in graduate applicants Progress Continued efforts through the Michigan AGEP alliance to recruit and
retain a diverse student population in STEM. An online program to
enhance mentoring Is now available.
HIGE Recruit, develop, and retain a student body that is
both globally diverse and globally engaged
Diversify enrollment 1. Establish recruiting office in Malaysia
2. Develop new government sponsor relationships
(Papua-Indonesia, Oman)
Track new enrollment from targeted
countries/regions.
Progress Recruiting office in Malaysia has been established and we have seen an
increase in the number of applications from there.
New government sponsor relationships are ongoing and developing. Two
recent once are with the Ministry of Science and Research in Indonesia
and the Ministry of Education in Iraq. We are also pursuing a relationship
with the government of Kazakhstan.
CoA (added as part
of Provost priorities
report-07/11/2017)
Progress The college recruitment and outreach team does a remarkable job
improving perceptions of WMU among prospective students, sharing
information about high-caliber faculty, staff, and distinctive programs. The
team targets diverse audiences from around the country, potential
transfer students, and underrepresented students who may not realize
the opportunities that are available at WMU, specifically in aviation.
Using the resources of the College of Aviation, the recruitment and
outreach team is focusing on its goal of increasing the size of the campus
to 1500 students. The team is accomplishing this goal by increasing the CFA Goal 2: Optimize student enrollment, retention, and
completion rate activities
Obj. 2.1. Refine & advance strategic management of
College recruiting efforts
Strategy 2.1.a. Develop detailed, written recruiting
plan both domestic and international
Strategy 2.1.c. Cultivate & enrich pipelines to
increase application rates by 25%
Success Measure:
Complete the written plan and circulate
to CFA faculty, staff and administration
Success Measure: Reach 25% increase in
applications by 2020
Delayed The recruiting plan is currently in revision given what our recruiter has
learned "on the road" this year.
c: Expand and optimize WMU’s
enrollment management efforts of
targeted student groups and strategic
geographic regions.
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Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. HCoB Goal 4: Promote diversity, equity, and inclusion to
advance social sustainability and accessibility (HCOB
Goal 4)
Increase the recruitment, retention, and inclusion of
diverse populations (HCOB 4.2)
Identify and use external programs to aid in the
recruitment of diverse students, faculty, and staff,
with focus on members of historically under-
represented groups
Support programs that increase the participation and
success of historically under-represented groups
Adopt approaches to teaching, learning, and
curricula that are inclusive of people from diverse
backgrounds
Support the development of academic programs and
curricula that address the unique needs of
international students in joint programs
Develop and implement mentoring groups that
support academic success and career advancement
Create and disseminate images of diversity through
marketing materials
Increase representation of diverse groups in
speakers and alumni awards
Yearly compilation and tracking of student
demographics.
Delayed a. Actively recruit diverse faculty
b. Support diversity initiatives at WMU
c. Active Diversity and Inclusion Committee
d. Academic program for unique needs of international graduate students
e. disseminate images of diversity
through marketing materials
Enrollment
Management
Progress Improved institutional communications and tools utilized within the
recruitment and transition process.
- Identified, purchased and implemented and enterprise CRM that went
live prior to August 1, 2017.
- Evaluated the viability of WMU becoming a Common Application
institution and went live as of August 1, 2017.
- Initiated and established new partnerships with Alumni development for
greater involvement of alumni in recruitment opportunities.
Enrollment
Management
Progress Expanded high ability student engagement in the admission recruiting
process by restructuring the Medallion Scholarship Program.
Enrollment
Management
Progress Improved focus on developing the freshman funnel
- Increased Year 1 name purchase from 25,000 to 100,000 names
- Established year 2 target and long term goal of 200,000 prospect names
- Initiated new strategies to marketing earlier with rising high school
sophomores and juniors
- Incorporate participants in Pre-college programs into the institutional
recruitment plan.
Enrollment
Management
Progress Identified new freshman and transfer recruitment target areas in which
prospect potential can be realized:
- Texas, California, Arizona, New Jersey, New York, Florida and
Pennsylvania will be target zones for out of state recruitment.
- New strategic initiative has been places on restoring institutional identity
and presence in Detroit/Southeastern MI.
- Recruitment emphasis will continue on Chicago but new emphasis will be
shifted to include more attention to Northeast Illinois.
- As sharper focus in specific areas in Ohio.
c: Expand and optimize WMU’s
enrollment management efforts of
targeted student groups and strategic
geographic regions.
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Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. Enrollment
Management
Progress Improved out of state tuition rate to improve institutional value in the
marketplace.
• Identified price position compared to MAC and MI peer institutions
• Gained VP for Business and Finance support for 125% out of state tuition
rate
• Developed support and approval of WMU Board of Trustees.
• Implement new 125% rate in current recruitment cycle
• Increased out of state enrollment in freshman and transfer cohorts by
approximately 300 students.
Enrollment
Management
Progress Evaluated institutional position on retention and graduation in contrast to
peers and established initial targets to drive future long term strategic
retention and graduation goals.
• Move freshman retention rate to 80% by 2018.
• Move 6 year graduation rate to 60% by 2022.
Enrollment
Management
Progress Established initial targets as an outline for the development of a
comprehensive undergraduate enrollment model that drives future
undergraduate enrollment growth:
• 2200 to 2500 UG domestic headcount increase over a five year period
• 160-2200 transfer target over five years
• 3000-3600 freshman target over five years
• Raise out of state proportion to 30
CEAS Recruit, retain and graduate a well-qualified and
diverse undergraduate student body
Increase undergraduate First-Time Equivalent (FTE)
enrollment by 10% and FTE enrollment of females
(from 12%) to 14% and under-represented minorities
(from 16%) to 17% by 2020.
Implement an Admit Event for admitted female CEAS
students to increase female student enrollment
Fifty (50) percent of admitted female students
attend event; of those who attended event, 75% will
enroll in in CEAS in fall 2017.
Completed Fifty (50) percent of admitted female students attend event; of those who
attended event, 75% will enroll in in CEAS in fall 2017.
EUP Recognition as a higher education leader by targeted
audiences.
Implement a strategic pricing plan Document student decision making priorities
Define competitive positioning strategy
Address pricing barriers through tuition, financial aid
and scholarship strategy
Increase market share in all programs delivered
Increase ROI
Increase access with financial aid and scholarships
Progress Conducted market research to make a strategic pricing reccomendation
to Senior Leadership passed by board on 6/29/17; proposed and received
Senior Leadership and Dean approval on EUP revised Financial Model.
Identified process for contract pricing and establishing financial aid or
tuition remission for FY 2017 to address financial need issues impacting
enrollment.
CoA(added as part
of Provost Priorities
report-07/11/2017)
Progress The college has been in discussions with the Kalamazoo Promise on how
to better leverage the Promise to attract aviation students.
CAS(added as part of
provost priorities
report-07/11/2017
Progress The College of Arts and Sciences is investing $400,000 in undergraduate
scholarships for the 2017-18 academic year, in partnership with
Enrollment Management, which are intended to increase retention by
targeting junior and senior students in good academic standing with cost
of attendance gaps.
c: Expand and optimize WMU’s
enrollment management efforts of
targeted student groups and strategic
geographic regions.
a: Utilize innovative and competitive
need- and merit-based financial
support strategies.
Objective 2.3: Improve affordability while maximizing accessible quality education for all students.
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Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CHHS Identify new funding sources and reach out to
existing donors for development of existing
programs, new programs, and scholarships
Support CHHS-wide and department-specific donor
campaigns and fundraising initiatives
• Make fundraising a priority for Spring 2017 across
the college. Dean’s office to invite VP of
Development and Alumni Relations to a full CHHS
College Council meeting to discuss opportunities and
strategies
Progress Discussion with VP Development and Alumni Relations concerning
potential initiatives with individual donors and alumni engagement.
LHC LHC Goal 5: Increase and maximize effective use of
fiscal and human resources.
(Not on formal LHC Plan, but a priority for 2017.)
Maximize awarding of available LHC undergrad
research scholarships
Actively promote research scholarships to students
and faculty. Encourage applications.
Full awarding of available LHC research scholarships. Progress Funds were fully awarded however some students did not complete
paperwork necessary to make awards.
HIGE Recruit, develop, and retain a student body that is
both globally diverse and globally engaged
Identify, develop and promote scholarships and
other sources of funding, including merit-based
scholarships, for international graduate students.
1. Revise Haenicke Scholarship procedures and
eligibility criteria to increase impact and reward
academic excellence
2. Create a scholarship fund for international
graduate students
1. Scholarship procedures on track to be revised
spring 2017. Retention rate among recipients; yield
rate for new students.
2. Graduate scholarship to be established by fall
2017. Retention and yield rate.
1. Progress 2. Delayed 1. New scholarship procedures and amounts have been established.
Retention rate and yield rates are not yet available.
2. Graduate scholarship has not been established and discussions have
halted.
CoEHD Optimize resource acquisition and management Strengthen recruiting, enrollment, and retention Implement a Scholarship-based Financial Model in
EUP sponsored programs in school districts
Progress The model has been implemented and agreements have been made with
several school districts for the certificate in ESL and the MA in TESOL
programs. ESL enrollment is currently 16 compared to two students at
this time last year. TESOL enrollment is 19 compared to two students at
this time last year. (86 days from census)
Enrollment
Management
Progress Added 40 $25,000 semi finalist scholarships, Year 1 and 2, $5,000 each
year, Year 3 and 4, $7,500 each year.
Enrollment
Management
Progress Developed strategic changes in financial aid awarding practices.
- Redesigned future financial aid packaging models to sustain support in
years 2, 3, and 4.
- Purchased and began two year implementation of AcademicWorks to
centralize all university scholarship awarding practices
- Expanded Financial Literacy education programs and fully implemented
into First Year Seminar curriculum.
CFA Goal 2: Optimize student enrollment, retention, and
completion rate activities
Obj. 2.3 Increase 6 year completion rate by 5% Strategy 2.3.c. Continue to develop financial aid
pathways, to attract and retain the best students,
using differential tuition and college endowment
revenue
Success Measure: Articulate the revised pathways
clearly to CFA stakeholders by the end of the 2017
academic year
Delayed We were not able to communicate out our plan for this goal in 2016-7.
Once we have a better sense of the budget reallocation we are facing,
then we will decide next steps.
Objective 3.2: Undergraduate and graduate student scholarship strengthens WMU’s position as a Carnegie-classified Doctoral University: Higher Research Activity.
a: Utilize innovative and competitive
need- and merit-based financial
support strategies.
Goal 3: Produce outstanding research, creative works, and intellectual property that enhances society and continues to position WMU as a Carnegie-classified Doctoral University: Higher Research Activity.
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Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. EUP Recognition as a higher education leader by targeted
audiences.
Implement a strategic pricing plan Support engaged community scholarship at each
regional location
Increased number of community relationships
(Carnegie Model)
Increase direct investment from community partners
or other influencers
Delayed
CAS(added as part of
provost priorities
report-07/11/2017
Progress The College of Arts and Sciences is exploring a pilot program to provide
matching summer funds for graduate researchers supported by federal
grants during the academic year.
Graduate College GC2: Assist graduate programs with enrollment
management
GC2.6 Diversity funding for graduate education GC2.6.1 Advocate for increased funding for graduate
assistantships and principles for distribution
Increased number of graduate students on
asssistantships with principled distribution
Progress Principled distribution for 17-18 of $500,000 one-time money to support
graduate assistants for research. $300,000 of this was a one time increase
to the GA pool from academic affars.
CFA Goal 2: Optimize student enrollment, retention, and
completion rate activities
Obj. 2.4 Develop new and enhance existing programs
to address new markets and learner demand
Strategy 2.4.e. Design and implement Music Therapy
offerings for the Punta Gorda campus. Explore the
possibility of creating post-doc positions in PG to
support this effort while providing additional
research opportunities with this new population
base.
Success Measure: MT-PG program is implemented
and the first courses are offered by the fall of 2018.
Post-doc feasibility study complete by this time.
Delayed
CHHS In collaboration with departments identify major
research foci of faculty in CHHS and develop
collaborative research communities to increase
engagement in interdisciplinary research
opportunities.
Chairs assist in verifying and identifying research
clusters with input from their faculty by end 2016
• Research area on website redesigned to reflect
clusters and faculty list of research foci areas
developed and posted by summer 2017
• Identify faculty invest in development of
collaborative research communities with first
meetings in fall 2017
• Elevate and promote research culture through
establishing Research Spotlights or CHHS Research
Shorts lunch program (AY 2017-18)
Progress Research foci and clusters identified. Other initiatives ongoing.
CAS-added as part of
provost priorities
report-07/11/2017
Progress The College of Arts and Sciences supports the Center for Humanities,
which promotes cross-college, multidisciplinary initiatives, such as the
new NEH Challenge Grant supporting Humanities for Everybody. The
College of Arts and Sciences has also proposed the formation of a new
Institute for Intercultural and Anthropological Studies, which would be the
home of at least five interdisciplinary, cross-college programs.
Objective 3.3: Implementation and accountability of discovery communities, supported at the department, college, and University, increase both the aggregate and per-capita level of research activity supportive of a Carnegie-classified Doctoral University: Higher Research Activity.
b: Strategically support research
potential through the identification of
research clusters and use of University
centers and institutes to promote cross-
college, multidisciplinary initiatives
that support Carnegie-classified
Doctoral University: Higher Research
Activity.
b: Provide incentives to academic
programs that develop new research
assistantships and post-doctoral
fellowships supported through
research awards, grants, and gifts.
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Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CoA Goal 3.2 Significantly increase the amount of
research activity in the COA.
Strategy 3.2.A: Develop research groups within the
COA that reflect its focus areas: Safety Management
Systems; Education and Training and Human
Performance. (strategies 5.1 & 5.2)*
Strategy 3.2.B: Develop research groups with faculty
external to the COA. (strategy 5.2)*
Strategy 3.2.A.2: Number of faculty participating in
the research process.
Strategy 3.2.B.1: Number of research groups with
faculty external to the COA and WMU.
Strategy 3.2.B.2: Number of faculty participating in
the research process within the external groups.
3.2.A.2 – Eight AVS faculty are active in Federal
Aviation Administration research centers.
3.2.B.1 – Two research groups are active within the
two FAA Centers of Excellence WMU is part of.
3.2.B.2 – Current FAA COE research is using 5 WMU
faculty outside of AVS.
Completed The college is the lead for two FAA Centers of Excellence: The General
Aviation COE PEGASAS and the Technical Training and Human
Performance COE SOAR. We have researchers from Engineering,
Education and Aviation working together.
CAS(added as part of
provost priorities
report-07/11/2017
Completed The College of Arts and Sciences is providing substantial support to the
Kalamazoo Autism Center and the Michigan Geological Survey, both of
which were launched via grants from the state of Michigan. We also
routinely provide cost shares for faculty who are receiving federal funding
to supoprt thei r research and we award College Discovery and
Dissemination awards to support faculty initiating new research or
creative activity, continuing scholarly work, or disseminating results at
international and national venues.
EUP-added from
07/03/2017 report
Recognition as a higher education leader by targeted
audiences.
Progress Supported fresh water research in Charlotte County; supported clinical
outreach and Advanced Manufacturing Lab in Grand Rapids
CEAS Creating and sustaining an environment conducive
to increasing faculty productivity in research and
scholarship
Provide the necessary support for faculty to pursue
large, multidisciplinary grants in coordination with
partners within the college, WMU and different
institutions.
Cultivate multidisciplinary research teams to pursue
large external funding opportunities
Encourage CEAS Research Centers to pursue external
funding, especially to support student scholarly
activities
Two multidisciplinary research teams identified in
2016-17; the teams will have submitted proposals
>$1 million each in 2017-18
One proposal submitted by a CEAS Research Center
in 2016-17 with significant student support
Completed Two multidisciplinary research teams identified in 2016-17; the teams will
have submitted proposals >$1 million each in 2017-18
One proposal submitted by a CEAS Research Center in 2016-17 with
significant student support
LHC LHC Goal 6: Establish stronger connections to honors
college friends and alumni.
Increase networking between current students and
alumni.
Increase alumni participation in campus events by
10% per year for 5 years. Create and expand an
alumni mentoring data base.
Alumni event volunteer participation doubled from
2014 to 2015. Alumni mentoring data base was
begun in 2015 with 25 volunteer mentors.
Progress Planning an event during homecoming for the first time. Continued to
meet with alumni during Study in the States trips. Currently have 29
mentors; 5 mentor/mentee relationships established. Dean attended
fundraising workshop. Medallion alumni participate in Medallion
competition.
CoA(added as part
of Provost Priorities
report-07/11/2017)
Delayed The college has worked closely with alumni to communicate opportunities
for support of each of the competitive teams within the college.
HIGE Fully engage with WMU alumni and the community
at large in support of the University’s global
engagement pillar.
Engage with WMU alumni to advance the
University’s internationalization goals.
1. Work with Alumni Relations to host regular
international alumni receptions during high-level
international trips
2. Develop and maintain international alumni
contact information
1. Number and attendance of international alumni
events.
2. Number and accuracy of international alumni
records.
Progress 1. Work with Alumni Relations is ongoing. One event in Japan was
attended by HIGE staff.
2. Establishing international alumni records is ongoing. We are working
with WMU Development to improve the list, as well as looking at other
strategies to increase contact with WMU alumni overseas.
Goal 4: WMU improves the greater community by applying the University’s knowledge, talents, and energies through collaboration, service, and outreach among stakeholders.Objective 4.3: WMU becomes a steward-of-place that contributes to the inclusive excellence of local, regional, and global communities.a: Strengthen department- and
program-level partnerships with the
Office of Development and Alumni
Relations to cultivate engagement
opportunities with global and domestic
alumni that especially target new
funds for student support and
research.
b: Strategically support research
potential through the identification of
research clusters and use of University
centers and institutes to promote cross-
college, multidisciplinary initiatives
that support Carnegie-classified
Doctoral University: Higher Research
Activity.
IE-9/5/2017 16
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. EUP- added from
07/03/2017 report
Progress Established investor-level membership in Forward Detroit program
through regional chamber of commerce. Working closely with Alumni and
Development on AMP Lab in GR and Florida implementation. Formed
agreement with Aquinas College to deliver 75% of WMU-Engineering
Bachelor Degree on their campus.
CAS Develop a sustainable resource strategy (i.e.,
enrollment and development efforts)
Increase outreach to alumni and friends that
highlights the multiple and varied programs offered
by CAS
Develop CAS Alumni and Friends magazine Begin publishing annual magazine by end of 2017 Progress CAS is developing a magazine for alumni and friends called "Arts &
Sciences." The magazine is on track to be published and mailed in mid-
September to over 50,000 individuals.
EUP Recognition as a higher education leader by targeted
audiences
Provide responsive and diversified programming that
meets demand, provides solutions to community
challenges and extends WMU expertise
Provide defined, marketable areas of emphasis
within University Studies that align with workforce
demand data
Establish early college initiatives at regional locations
Identify competency-based course pathways and
curricula
Support engaged community scholarship at each
regional location
Conduct market research to identify and extend
programming through innovative formats and
credentials
Apply market research model and program viability
criteria for each location
Increase University Studies majors from ~340 to 750
by 2021
Serve 1,500 students in blended high
school/university learning initiatives
Increased number of community relationships
(Carnegie Model)
Document and establish growth metrics for the
economic impact of EUP programs and activities in
our communities
Increase 20 programs by 2021
Have a top 10 Best Online Program ranking U.S.
News & World Report by 2021
Have a top 25 in the 6 eligible categories in U.S.
News & World Report by 2021
Increase direct investment from community partners
or other influencers
Progress University Studies Program grew from 340 to more than 400 = 17%;
CHHS CHHS will use market data to analyze need for new
programs and current trends in professional
programs to review for revision
Each program or department will incorporate market
analysis into program and curricular planning in
order to stay both current and future focused
• Pair content expert data with any WMU or external
market analysis and include all new program change
proposals
• For new programs, certificates, or majors,
incorporate an additional request for data on career
paths, including likely compensation rates and
demand trends (at least regionally) to be included in
market analysis
Progress Completed for DPT program.
CoA Goal 1.3 Develop a graduate degree program in the
College of Aviation.
Objective 1.3.A: Create a set of courses that support
existing graduate degree programs at the university.
(strategies 3.1 & 3.2)*
Objective 1.3.C: Develop a master’s degree
curriculum with multiple delivery modes for the
college.
Strategy 1.3.A.1: Number of courses created.
Strategy 1.3.A.2: Number of colleges using aviation
graduate courses.
Strategy 1.3.C.1: Program created and submitted for
approval.
Strategy 1.3.C.2: Number and types of alternative
delivery modes.
1.3.A.1 – three AVS graduation courses created.
1.3.A.2 – new courses used in HCOB MBA.
Progress The college is working with EUP on a university UAS certificate program.
Three AVS graduation courses created and new courses used in HCOB
MBA.
Goal 5: A data-driven, transparent, sustainable financial process will be used to inform decisions.
d: Use market data to drive
implementation of new high-demand
programs and review sustainability of
existing programs.
a: Strengthen department- and
program-level partnerships with the
Office of Development and Alumni
Relations to cultivate engagement
opportunities with global and domestic
alumni that especially target new
funds for student support and
research.
Objective 5.1: Alignment of business strategy and financial stewardship will maximize efficiencies within Academic Affairs.
IE-9/5/2017 17
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CFA Goal 2: Optimize student enrollment, retention, and
completion rate activities
Obj.2.4 Develop new and enhance existing programs
to address new markets and learner demand
Strategy 2.4.d. Work with Extended University
Programs to design and implement a stand alone BA
for the WMU-Grand Rapids campus
(Technically all Strategies of 2.4 support this
Objective. We have used them elsewhere so do not
list all of them here)
Success Measure: Implementation of curriculum and
inaugural student cohort in place
Progress Delays in the EMC pathway have not slowed work on this BA. We
anticipate that the BA proposal will be in front of the CFA Curriculum
Committee by the October 2017.
EUP Recognition as a higher education leader by targeted
audiences
Optimize promotion strategies and recruitment
capabilities
Build and implement strategies and value
propositions for each audience, program and
regional location according to the brand strength
dimensions identified for emphasis or improvement
Optimize program messaging and promotion
channels validated by market and data analytics
Develop recruitment models that engage primary
targets: prospective learners and influencers
Establish benchmark metrics and goals for brand
awareness and perception
Increased brand awareness and perceptions metrics
based on goals
Implementation of next generation recruitment
model
Identified measures and set goals:
• inquiries
• conversion rates from inquiry to application
• timeframe from inquiry to enrollment for each
program or discipline
Progress Continued work with GRPS / Kent ISD and Charlotte County Public Schools
for Dual enrollment - established contract with Forest Hills Public Schools
planning on 25+ enrollments for Fall 2017. Conducted market research
and analyzed EUP program portfolio based on market demand, economic
need and competity intensity for 42 existing EUP programs and over 50
potential new program areas. Segmented geographic regiona into 8
segments to assess national demand; analyzed Michigan data to develop a
strategy for maintaining a Michigan market for EUP delivered courses,
Used market research to inform new program develpment; Used market
reserach to work with academic departments to change names of
programs, increased clinical opportunities and adjust format to address
market demand. Created, executed survey of 1,050 Michigan residents to
measure WMU overall brand awareness and perception - results reported CoA(added as part
of Provost Priorities
report-07/11/2017)
Progress • The college uses HubSpot and other social media platforms to share
information, such as the college newsletter, upcoming events, and
outreach, etc. with targeted audiences, attracting visitors to the web site
and converting leads.
• The recruitment and outreach team has recently completed a virtual
reality video about the college and WMU to attract students.
• The College of Aviation has used summer camps to specifically target
prospective students who have demonstrated an interest in the field of
aviation. Using the camp as a tool to help solidify their interest, the time
is also used to educate the student on the benefits and value of attending
Western Michigan University.CHHS Recognition of programs offered in the College of
Health and Human Services
Use existing – and create new – ways to share
college and unit story(s).
• Centralized location (can be electronic) that lists all
programs in the college and notes Points of Pride
(e.g., Fulbright scholars, WMU Presidential Scholars,
Medallion awardees, and national rankings where
applicable)
• On an annual basis, each program reports on
graduation rates, placement rates and exceptional
placements (to be shared as part of the State of the
College activities
• Unit bulletin boards must be updated at least 3
times per fiscal year
Progress
CoEHD Increase organizational effectiveness and
adaptability
Enhance the college’s public relations and marketing Implement a social media campaign highlighting the
unique aspects and points-of-pride of our academic
programs
Completed A minimum of two social media posts were made each week during the
spring semester. A new social media campaign will begin in September
targeting Fall 2018 applicants.
Objective 5.2: Focused branding and marketing of Academic Affairs units and programs improve outreach, recruitment, yield, and retention of students.a: Implement consistent, targeted
marketing that is collaborative and
integrated to increase the visibility and
unique appeal of WMU’s
undergraduate and graduate
programs.
d: Use market data to drive
implementation of new high-demand
programs and review sustainability of
existing programs.
IE-9/5/2017 18
Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority
Strategies
Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include
outcomes, barriers, and future plans. Relate the progress to the success
measure/metric identified.)
Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CFA Goal 4: Enhance CFA’s reputation and visibility in the
marketplace of ideas locally, regionally, domestically,
and internationally
4.4 Advance college marketing, branding, and
communication efforts
Strategy 4.4.a Initiate a unified college voice within
the WMU standards in order to establish, if not,
advance the CFA brand
Success Measure: Sustain the Create Gold campaign
in concert with Strike Gold university campaign
Completed Our marketing professional is maintaining the Create Gold campaign in
concert with Strike Gold. The most visible progress on this is the CFA blog
(http://finearts.wmich.edu/blog), among other strategies. This is the first
year in the history of CFA that we have had such a presence on social
media. Instagram, Twitter, Facebook activity had also ramped up, with KPI
reports indicating great success in our efforts.
HCoB Promote innovative learning, discovery and service.
(HCOB Goal 2)
Increase visibility and public recognition. (HCOB 2.5) Define and promote HCOB unique brand.
Publically release achievements of students/faculty
in media.
Develop and implement strategic communications
that increase awareness of HCOB.
Develop formal HCOB marketing plan.
Number of hits on website.
Alumni inquiries/donations.
Progress a. creating web site for alumni donations
b. Track analytics on web site
Enrollment
Management
Progress Incorporated new marketing concepts and improved messaging with new
branding and promotional materials. Used expanded digital technology
platforms for recruitment and moving away from the historical printed
material. Initiated the development of a virtual tour of campus.
CAS Develop a sustainable resource strategy (i.e.,
enrollment and development efforts)
Improve outreach to prospective students and
increase yield rate of CAS admits
Develop new college-level recruiting materials By end of 2017 develop materials for major
programs in CAS
Completed Created "Discover Gold" foldout mailer that details the programs and
opportunities in CAS. Also, developed and/or revised and updated 15
information sheets for departments and programs that include: Biological
Sciences, Physics, Communication, Journalism, Psychology, Sociology, and
Africana Studies. All feature employment opportunities, careers, and
salary information. In addition, CAS has created a recruiting brochure that
details all RSOs in the college as well as revised and launched an
integrated Pre-Law website.
a: Implement consistent, targeted
marketing that is collaborative and
integrated to increase the visibility and
unique appeal of WMU’s
undergraduate and graduate
programs.
IE-9/5/2017 19