III. College of Arts and Sciences Strategic Plan: 2005-2010

College Goal #1: To expand delivery capacity of existing instructional programs commensurate with enrollment.

Academic Affairs Goal #1: To enhance educational opportunities at the baccalaureate, masters, and doctoral level that are responsive to the intellectual, cultural, and economic needs of the region and which serve a diverse community of interest.

Objective 1: To identify and implement appropriate non-resource based strategies to

increase the delivery capacity of instructional programming.

Action Step 1: Increase course enrollment levels as appropriate and decrease the frequency with which low enrollment courses are offered.

• Effectiveness measures: Faculty teaching effort reports, student enrollment data
• Assessment Schedule: Semester reports, annual reviews
• Person/group responsible: College office, department chairs, program directors
• Performance Outcomes: Provide enough seats for student demand

Objective 2: To encourage development and use of new pedagogical approaches to instruction

Action Step 1: Encourage departments and programs to promote greater use of FacTl, hybrid courses, and other pedagogical approaches appropriate instructional goals and course content (See also College goal 4)

• Effectiveness measures: Unit reports
• Assessment Schedule: Annual review
• Person/group responsible: Chairs, Program Directors, Dean
• Performance Outcomes: Beginning with feedback to the 2005-06 annual reports, units will be instructed to assess the use of new pedagogical approaches in their course offerings.

College Goal #2: To implement new programming and allocate

resources that systematically address the

following areas:

• Strengthening the multicultural content in the curriculum;
• Enlarging the international focus within the College;
• Advancing fundamental and applied scientific research in areas of strength and/or areas of development, for example, cancer research, optics, GIS, nanoscale science, biotechnology, and bioinformatics;
• Enhancing the cultural and academic life of the institution and the community;
• Providing expertise to effect regional sustainability and social, civic, ethical, and cultural entrepreneurship within our local and global environment;
• Developing and sustaining an interdisciplinary initiative between the humanities and technologies;
• Stabilizing and enhancing the general education curriculum and core program development in all knowledge areas.

Academic Affairs Goal #1: To enhance educational opportunities at the baccalaureate, masters, and doctoral level that are responsive to the intellectual, cultural, and economic needs of the region and which serve a diverse community of interest.

Objective 1: To expand programming in appropriate high demand fields.

Action Step 1: Plan and implement appropriate Ph.D programs.

Action Step 2: Plan and implement appropriate Masters programs.

Action Step 3: Plan and implement appropriate baccalaureate and minor programs

(Goal #2, Objectives 1, action steps 1-3)

Effectiveness measures: Permission to Plan documents, Authorization to Implement

documents, campus approval process

Assessment schedule: annual update, comprehensive five-year review

Person/group responsible: College office, relevant department chairs, and program directors

Performance outcome: 70% of proposed graduate, baccalaureate, and minor programs

will be approved for implementation by the end of the planning period

 

 

College Goal #3: To use technology to increase students’ access to courses that satisfy programmatic requirements.

Academic Affairs Goal #2: To increase access to degree and non-degree programs through distance education and the use of technology.

Objective 1: To offer more courses that are taught online or that make use of computer-aided instruction.

Action Step 1: Encourage faculty members to develop additional online versions of courses that satisfy programmatic requirements.

• Effectiveness measures: Inventory of online courses, teaching effort reports, reports from FCTeL
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, department chairs, program directors
• Performance outcome: Using the fall 2005 online course inventory as the baseline, there will be a 50% increase in online courses offered by COAS faculty by the end of the planning period (both hybrid and fully online).

Action Step 2: Increase seating capacity in selected courses through the use of

computer-aided instruction.

• Effectiveness measures: student enrollment reports, teaching effort reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, department chairs, program directors
• Performance outcome: Using the fall 2005 course enrollment maximums, 50% of the units in Arts and Sciences will implement computer-aided instruction strategies to enhance enrollment maximums in one or more selected courses by the end of the planning period.

College Goal #4: To advance the frontiers of knowledge through the support of fundamental and applied research by enhancing research productivity commensurate with gaining Research Extensive status.

Academic Affairs Goal #3: To develop nationally recognized programs of research and scholarship that will expand the frontiers of knowledge, solve problems at the interface of disciplines, and promote the application of discovery.

Objective 1: To support departmental efforts to promote scholarly/creative activity among their tenure-track/tenured faculty.

Action Step 1: Assist departments in implementing selected course-reduction programs to promote scholarly/creative activity and external funding activity among productive tenure-track/tenured faculty. This action proposal does not endorse across-the-board reductions in teaching loads for all departmental faculties.

• Effectiveness measures: departmental workload policies
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, department chairs, program directors
• Performance outcome: By fall 2006, all departments in Arts and Sciences will have in place appropriate course reduction programs to promote scholarly/creative activity among productive tenure-track/tenured faculty.

Action Step 2: As resources allow, increase the number of reassignment of duties opportunities in order to promote scholarly/creative activity.

• Effectiveness measure: Schley R. Lyons RD reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, department chairs, program directors
• Performance outcome: By the end of the planning period, there will be an increase in the number of SRL RD’s awarded commensurate with funding available during the planning period.

Action Step 3: As possible, identify ways to expand departmental/program resources to provide faculty “seed money”

• Effectiveness measure: annual departmental reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Department Chairs, Program directors, College office
• Performance outcome: Beginning with the 2006-07 annual report, all units will report on the progress their unit has had in securing additional resources.

Action Step 4: Include in annual departmental reports a calculation of the percentage of tenure-track/tenured faculty who contributed to the department’s scholarly/creative output during the annual reporting period.

• Effectiveness measure: annual departmental reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Department chairs, program directors, College office
• Performance outcome: Beginning with the 2005-06 annual report, all units will include in their annual report a calculation of the percentage of tenure-track/tenured faculty who contributed to the department’s scholarly/creative output during the annual reporting period.

Action Step 5: Compare scholarly/creative productivity of tenure-track/tenured faculty in relation to departmental course-reduction policy.

• Effectiveness measure: annual departmental reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Department chairs, program directors, College office
• Performance outcome: Beginning with the 2005-06 annual report, all units will include in their annual report an assessment of the effectiveness of the unit’s course reduction policy in promoting scholarly/creative productivity of tenure-track/tenured faculty.

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College Goal #5: To advance the frontiers of knowledge through the support of fundamental and applied research by enhancing external funding commensurate with gaining Research Extensive status.

Academic Affairs Goal #3: To develop nationally recognized programs of research and scholarship that will expand the frontiers of knowledge, solve problems at the interface of disciplines, and promote the application of discovery.

Objective 1: Improve the grant-seeking atmosphere in the College of Arts and

Sciences.

Action Step 1: Recognize in public forums faculty who submit proposals and who are successfully funded.

• Effectiveness measure: COAS Annual report
• Assessment schedule: annual update, five-year review
• Person/group responsible: College office
• Performance outcome: By the end of the planning period, the Dean’s Office will continue to implement an annual reception to recognize faculty who have been successful in acquiring external funding.

Action Step 2: Create, design and deliver workshops to encourage and develop grant writing skills, project management, budget development, and grant seeking skills.

• Effectiveness measure: COAS Annual report
• Assessment schedule: annual update, five-year review
• Person/group responsible: College office, particularly Director of Sponsored Research
• Performance outcome: Over the planning period, the Director of Sponsored Research will create, design and deliver workshops to encourage and develop grant writing skills, project management, budget development, and grant seeking skills. Beginning with 2005-06, those activities will be summarized in the COAS Annual report.

Objective 2: Increase the number of submissions from the college.

Action Step 1: Encourage departments to establish submission goals.

• Effectiveness measure: annual reports
• Assessment schedule: annual update, five-year review
• Person/group responsible: Department chairs, program directors, College Office, and center directors
• Performance outcome: By fall 2007, all departments and appropriate programs will establish unit submission goals for external funding.

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Action Step 2: Ensure awareness of possible external sponsors.

• Effectiveness measure: reports from the Office of Sponsored programs, COAS Sponsored Research
• Assessment schedule: annual update, five-year review
• Person/group responsible: College Office, particularly director of Sponsored Research, and Centers directors
• Performance outcome: Beginning in fall 2005, the COAS Director of Sponsored Research will implement specific information dissemination strategies to improve awareness of possible external sponsors among units across the college. Those activities will be summarized in the College Annual report.

Objective 3: Significantly increase COAS external awards over the planning period.

Action Step 1: Implement strategies to increase proposal quality. (see also, COAS Goal 5, Action Step 3)

Action Step 2: Implement strategies to tap faculty expertise to assist peers in developing funding proposals

Action Step 3: Implement strategies to encourage larger, multi-year projects with an interdisciplinary focus.

(Applies to Action Steps 1-3)

• Effectiveness measure: Sponsored Programs Reports
• Assessment schedule: annual update, five-year review
• Person/group responsible: College office, particularly Director of Sponsored Research, and Centers directors
• Performance outcome: Over the planning period, external funding across the college will increase to a total award of $15 million by May 2010.

Objective 4: Enhance the college infrastructure supporting activities related to

procuring external funding.

Action Step 1: Add one (1) staff position to assist the Director of Sponsored Research.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office
• Performance outcome: Required COAS staff position will be added by fall 2006.

Action Step 2: Assess the feasibility of establishing a college grants support office to assist departments in both pre- and post-award tasks.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office
• Performance outcome: Significant steps to enhance pre and post award support structures for external funding activities will be implemented within the five year planning period.

Action Step 3: Include grant-related responsibilities in job descriptions of new staff requested by departments.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, department chairs, program directors
• Performance outcome: Beginning fall 2006, departments will include grant related responsibilities in job descriptions if appropriate for all requested new staff positions.

College Goal #6: Enhance scholarly activity by undergraduate and

graduate students.

Academic Affairs Goal #3: To develop nationally recognized programs of research and scholarship that will expand the frontiers of knowledge, solve problems at the interface of disciplines, and promote the application of discovery.

Objective 1: Support departmental efforts to increase undergraduate student

scholarship.

Action Step 1: Identify departmental strategies and opportunities related to student research.

• Effectiveness measure: departmental reports, coordinated reports through COAS Grants and Contracts
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Department chairs, program directors, College office
• Performance outcome: By the end of the planning period, all units in COAS will identify and as appropriate implement one or more strategies to promote student research.

Action Step 2: Explore the feasibility of establishing a travel budget to help fund students to present scholarly papers at professional conferences.

• Effectiveness measure: College, departmental, and program operating budgets
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Departmental chairs, program directors, College office and Development office
• Performance outcome: Throughout the planning period, funding available across the college to support creative/scholarly activities by students will increase in an amount commensurate with available resources.

Objective 2: To increase opportunities to recognize outstanding scholarly

accomplishments.

Action Step 1: Implement a college-wide reception to honor students who have made significant accomplishments in research as participants of the McNair Program, the Bridges to the Doctorate Program, or within their undergraduate or graduate programs of study.

• Effectiveness measure: COAS Annual report, department report
• Assessment schedule: annual update, five-year review
• Person/group responsible: College office, department chairs
• Performance outcome: By the end of spring 2006, the Dean’s Office will develop and implement an annual reception to honor students who have achieved significant accomplishments in independent or collaborative research.

College Goal #7: To serve the public good by providing on-and off-campus instructional programming, sponsoring cultural events, and collaborating with public, nonprofit, private, corporate and industry partners in the Charlotte metropolitan area, the State of North Carolina, the nation, and beyond.

Academic affairs Goal #4: to respond to regional needs and contribute to the economic future of the region through leadership in service, research, and education and through partnerships with public, private, and non-profit organizations.

Objective 1: Provide students with opportunities to engage in experiential-learning

activities which both enhance the students’ educational experience and benefit various regional and statewide organizations.

Action Step 1: Incorporate experiential-learning projects as appropriate into departmental/program curriculum.

• Effectiveness measures: annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College Office
• Performance outcome: By spring 2007, all units in Arts and Sciences that do not have some form of service-learning activity built into their curriculum as of spring 2005 will assess the feasibility of doing so. By the end of the planning period, 50% of those units who determine it feasible to implement a service-learning activity will do so.

Action Step 2: Identify more regional and statewide organizations and agencies that will provide students with experiential-learning opportunities.

Action Step 3: The new Associate Dean for Student Services will work with units across the college as well as other appropriate campus entities to expand existing and establish new experiential-learning opportunities for COAS students.

(Applies to Action Steps 2,3)

• Effectiveness measures: College/departmental/program reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College Office
• Performance outcome: By spring 2007, the College office in consultation with department chairs and program directors will prepare a list of appropriate organizations and agencies that will provide service learning opportunities for students across the college.

Objective 2: To utilize more fully existing disciplinary expertise to

address critical issues within the community region, state, nation, and

beyond.

Action Step 1: To help connect local, national, and international organizations and agencies with appropriate faculty members who are interested in working such programs, including local schools.

• Effectiveness measures: College/departmental/program reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College Office
• Performance outcome: By spring 2007, the College office in consultation with local not for profit organizations and agencies and Academic Affairs will prepare a list of professional service opportunities for faculty in COAS. Department chairs and program directors will identify faculty interested in providing service-related expertise.

Action Step 2: Encourage faculty members to become involved in collaborative grants with local, national, and international organizations and agencies.

• Effectiveness measures: College/departmental/program reports, particularly COAS Sponsored Research
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Department Chairs, Program Directors, College Office, particularly COAS Director of Sponsored Research
• Performance outcome: By spring 2007, the COAS Director of Sponsored Research in consultation with local not for profit organizations and agencies and Academic Affairs will prepare a list of collaborative funding possibilities with community organizations and agencies. Department Chairs and Program Directors will identify faculty interested in pursuing those opportunities.

Objective 3: To implement structures to promote dissemination of available expertise.

Action Step 1: Establish, as appropriate, centers such as Organizational Sciences, International Public Relations, Health Psychology, Humanities and Technology, and social capital-based endeavors to provide organizations with research-based solutions to work-related problems and issues and to promote employee and organizational health, well-being and effectiveness.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, department chair, program director
• Performance outcome: The proposed Center will be approved for implementation by the end of the planning period.

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College Goal #8: To implement, improve, and better utilize services, processes, and programs that enhance student acclimation, retention, student success, and personal growth.

Academic affairs goal #5: to provide high quality and accessible advising and other services which enhance educational opportunities and promote student achievement and personal growth.

Objective 1: To implement programs that will integrate students into the academic and social structure of the University.

Action Step 1: Establish freshman learning communities in Biology, Communication Studies, Political Science, and Sociology and Anthropology.

Action Step 2: Study the feasibility of implementing freshman learning communities in Women’s Studies (theme-based), Languages and Culture Studies, and Criminal Justice.

(Applies to Action Steps for 1 & 2)

• Effectiveness measures: campus approval process
• Assessment schedule; annual update, comprehensive five-year review
• Person/group responsible: College office, relevant department chairs and program directors
• Performance outcome: 70% of proposed communities will be approved for implementation by the end of the planning period. Feasibility studies will be conducted and recommended action formulated by the end of the planning period.

Action Step 3: The Associate Dean for General Education will work in conjunction with chairs, directors, and faculty to promote usage of pedagogical strategies in general education courses that are best suited for new and transfer students.

• Effectiveness measure: unit reports
• Assessment schedule: annual update, five-year review
• Person responsible: Associate Dean
• Performance outcome: Beginning with 2006-7, the Associate Dean for General Education will initiate discussions with units heavily involved in the delivery of general education to identify ways that their pedagogical approaches might be modified to better serve the needs of new and transfer students.

Action Step 4: Work with the College of Education, departmental and college advisors to better ensure that students who desire to become licensed teachers get necessary information.

• Effectiveness measures: joint report by COAS Associate Dean and Associate Dean for College of Education
• Assessment schedule; annual update, comprehensive five-year review
• Person/group responsible: COAS Associate Dean, Associate Dean COED, College Office, relevant Departmental Chairs
• Performance outcome: By fall 2007, the Associate Deans of COAS and COED will identify the steps necessary to enhance dissemination of advising information to students who desire to become licensed teachers.

Objective 2: To expand and enrich curriculum for entering students.

Action Step 1: Systematically increase the number of sections of ARSC 1000 (Freshman Seminar) offered each year.

Action Step 2: Assess and revise curriculum of ARSC 1000 as appropriate.

• Effectiveness measures: schedule of classes, summary reports
• Assessment schedule; annual update, comprehensive five-year review
• Person/group responsible: Associate Dean, College of Arts and Sciences, Director of the Office of Student Success and Retention.
• Performance outcome: Based upon the number of seats in ARSC 1000 offered fall 2005, the number of seats available for non-Learning Community students will increase by 30% by the end of the planning period. The Director of the Office of Students Success and Retention will continue to work with ARSC 1000 instructors to enhance the quality of the curriculum.

Objective 3: Monitor student retention in COAS programs.

Action Step 1: Provide department chairs and directors about student

retention in their programs.

Action Step 2: Instruct chairs and directors to develop strategies to promote

student retention within their programs.

• Effectiveness measures: summary reports of student retention, annual reports
• Assessment schedule; annual update, comprehensive five-year review
• Person/group responsible: Dean, Associate Dean, Director of the Office of Student Success and Retention.
• Performance outcome: All units will develop and implement by Fall 2007 at least one specific strategy to enhance retention of student in their program. plans will be reported in the 2006-07 annual report.

Objective 4: To enhance students’ access to relevant curricular and community information.

Action Step 1: Assess and improve formatting in college-wide, and Web-based information regarding degree requirements and policies.

Action Step 2: Establish a college-wide information dissemination system to inform students about events, activities, special programs, deadlines, and contact personnel.

(Applied to Action Steps 1 & 2)

• Effectiveness measures: report from Associate Dean of Instructional Technology
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Associate Dean, Instructional Technology, College Office, department chairs and program directors.
• Performance outcome: By spring 2006, the Associate Dean for Instructional Technology will implement a plan to provide departmental and program access to the college message system. By Summer 2006, the Associate Dean for Information Technology will develop a plan to upgrade the college Web site. By fall 2006 all departments and programs will establish a Web site containing at least basic information about curricular requirements and policies.

Action Step 3: Expand the presence of advising information on the college web site, including creating an “advising” button that links viewers to their respective departments or the general advising center..

• Effectiveness measures: report from Associate Dean of Instructional Technology
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Associate Dean, Instructional Technology, department chairs and program directors.
• Performance outcome: By fall 2007 the Associate Dean for Instructional Technology, will implement appropriate upgrades to the advising portion of the college Web site. By fall 2007, the Associate Dean for Instructional Technology will install an “advising button” on the college Web site. By fall 2006, all departments and programs will include at least basic advising information (contact information for advisors, assignment of advisors, when/how to set up appointments with advisors) on their Web site. By spring 2008, the Associate Dean for Instructional Technology will ensure that all department and program advising Web sites are linked to the college Web site.

Action Step 4: Evaluate the success of existing learning community programs.

• Effectiveness measures: Learning Community annual report
• Assessment schedule: annual report, comprehensive five-year review (2010)
• Person/group responsible: COAS Associate Dean, Director, COAS FLC
• Performance outcome: During the planning period, the Director of the COAS Learning Community will continue to prepare an annual report summarizing the outcomes achieved during the reporting year and changes, if any, planned for the upcoming year. Central outcome measures will include, number of students served, achieved versus predicted grade point average of students, hours earned versus hours attempted, and retention to the second year. The report will be reviewed by the COAS Associate Dean.

Action Step 5: Establish a comprehensive “Learning Communities” page with a “Learning Community” button.

• Effectiveness measures: review of Web site
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Associate Dean, Instructional Technology, Director, COAS Learning Community, College Office, relevant department chairs and program directors.
• Performance outcome: By fall 2007, the Director of the COAS Learning Community working in conjunction with the Associate Dean for Instructional Technology will implement appropriate upgrades to the Learning Community portion of the college Web site. By fall 2007, the Associate Dean for Instructional Technology will install a “Learning Community button” on the college Web site. By fall 2007, all departments and programs with established Learning Community programs and those with authorization to implement new communities will include at least basic information (application process, contact information for advisors, curriculum, policies, linkages to housing) about their learning community on the department/program Web site.

Action Step 6: Establish and maintain a COAS FLC Newsletter for both students and parents

• Effectiveness measure: review of document
• Assessment schedule: annual
• Person/group responsible: COAS FLC Director, Associate Dean, Instructional Technology
• Performance outcome: By fall 2006 an electronic newsletter will be in place for students and parents of students in the COAS FLC. The quality of that newsletter will be evaluated on an ongoing basis.

College Goal #9: To improve existing student support services.

Academic affairs goal #5: to provide high quality and accessible advising and other services which enhance educational opportunities and promote student achievement and personal growth.

Objective 1: Enhance academic advising at the departmental level.

Action Step 1: Initiate departmental assessments of advising systems and identify methods of improvement.

Action Step 2: Initiate departmental assessments of programs to acclimate students and identify methods of improvement.

(Applies to Action Steps 1 & 2)

• Effectiveness measures: annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Departmental Chairs, Program Directors, College Office.
• Performance outcome: Beginning with the 2005-06 annual report, department chairs and program directors will include in their annual report an assessment of the effectiveness of their advising and student acclimation (major) systems, a description of changes/enhancements made in those systems during the reporting year, and the modifications/enhancements to those systems to be undertaken during the upcoming year. Department Chairs and program Directors will receive feedback as appropriate through the normal annual report feedback process.

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Objective 2: Develop a strong and connected community among students in COAS.

Action Step 1: Support the development of new FLC programs as appropriate

Action Step 2: To implement the Dean’s Student Advisory Council

Action Step 3: Implement strategies to better connect new students with COAS

(Applies to Action Steps 1-3)

• Effectiveness measure: annual report
• Assessment schedule: annually
• Person/group responsible; Associate Dean for Student Services
• Performance outcomes: Appropriate actions will be taken as possible.

College Goal #10: To work actively to ensure the availability of adequate personnel, space, funding, and technology to support the instructional, research, and service activities of COAS.

academic affairs goal #6: to support the success of faculty and staff in teaching, research, and service through career development opportunities, mentoring, and access to critical human and physical infrastructure.

Objective 1: To increase the proportion of new faculty lines allocated to the

College of Arts and Sciences.

Action Step 1: Carefully monitor demand for in college graduate and undergraduate programs to ensure that new faculty allocations can be effectively justified.

• Effectiveness measures: Allocation of new full-time faculty positions
• Assessment Schedule: annual review
• Person/group responsible: Dean
• Performance Outcomes: COAS will request and provide adequate justification for an appropriate number of new faculty positions.

Objective 2: To increase SPA and other support staff in critical areas in COAS.

Action Step 1: Carefully monitor demand for additional staff and ensure that new staff positions are requested and effectively justified.

• Effectiveness measures: Allocation of new full-time faculty positions
• Assessment Schedule: annual review
• Person/group responsible: Dean
• Performance Outcomes: COAS will request and provide adequate justification for an appropriate number of new staff positions.

Objective 3: Enhance technological support in critical areas.

Action Step 1: Provide technical support to departments attempting to upgrade their web sites.

• Effectiveness measures: report from Associate Dean of Instructional Technology
• Assessment schedule: annual update, bi-annual site reviews, comprehensive five-year review
• Person/group responsible: Associate Dean, Instructional Technology, College Office, department chairs and program directors.

Performance outcome: Beginning with the 2005-06 annual report, department chairs and program directors will include in their annual report a description of changes/enhancements made in their Web site that year and a description of changes planned for the next year. As part of the annual report feedback loop, the Associate Dean for Instructional Technology will review departmental/program Web sites and provide suggestions related to the clarity, accessibility, completeness, and attractiveness of the site. Site reviews will be conducted on a bi-annual basis and feedback will be integrated into the normal annual report feedback mechanism.

Objective 4: To enhance departmental and program access to classroom space with appropriate technologies.

Action Step 1: Designate a college representative to work as a liaison with the Office of Classroom Support to establish short- and long-term classroom space needs.

Action Step 2: Increase the number of classroom spaces that have network access and digital projection capabilities.

(Applies to Action Steps 1 & 2)

• Effectiveness measures: annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: COAS Associate Dean, Instructional Technology, College Office
• Performance outcome: Beginning with the 2005-06 annual report, the Associate Dean for Instructional Technology will compile a report which summarizes technology-related enhancements to classroom space made during the reporting year and establishes recommendations for enhancements for the coming year to be considered by the Dean and subsequently submitted to the Office of Classroom Support.

Objective 5: To enhance departmental and program access to computer lab

space to be used for instructional purposes.

Action Step 1: Identify college priorities for new computer lab space.

Action Step 2: Expand the number of computer lab seats to match growth in Arts & Sciences programs.

• Effectiveness measures: annual reports, expansion of capacity of COAS computing lab space
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: COAS Associate Dean, Instructional Technology, department chairs and program Directors, appropriate advisory committees, College Office
• Performance outcome: Beginning with the 2005-06 annual report, the Associate Dean for Instructional Technology will compile a summary of the enhancements made to computing labs during the reporting year and establishes recommendations for the coming year to be considered by the Dean.

Action Step 3: Earmark “one-time” monies for support of laboratory hardware and software upgrades.

• Effectiveness measures: budget reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: COAS Associate Dean, Instructional Technology, College Office
• Performance outcome: Based upon consideration of appropriate consultation and recommendations, the Dean will continue to earmark “one time funding” as available to support technology-related enhancements across the college.

College Goal 11: To enhance the administrative structures that support academic programming.

Relationship: Academic Affairs Goal #1: To enhance educational opportunities at the baccalaureate, masters, and doctoral level that are responsive to the intellectual, cultural, and economic needs of the region and which serve a diverse community of interest.

Objective 1: Enhance the college infrastructure supporting activities related to

procuring external funding.

Action Step 1: Add one (1) staff position to assist the Director of Sponsored Research.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office
• Performance outcome: Required COAS staff position will be added by fall 2006.

Action Step 2: Assess the feasibility of establishing a college grants support office to assist departments in both pre- and post-award tasks.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office
• Performance outcome: Significant steps to enhance pre and post award support structures for external funding activities will be implemented within the five year planning period.

Objective 2: Add administrative structures in selected areas.

Action Step 1: Establish Anthropology as a free-standing department.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, Sociology/Anthropology chair, and Anthropology program director
• Performance outcome: Approval of Anthropology as a free-standing department by the end of the planning period.

Objective 3: Identify needed changes in administrative structures.

Action Step 1: Identify and assess alternative support structures for

interdisciplinary programs.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, department chairs and program directors
• Performance outcome: Resource allocation regularized within 5-year planning

Period

Action Step 2: Assess the benefit and feasibility of establishing a centralized

student internship office which could be shared by departments that do not individually have the capability of supporting internship programs, and if determined to be warranted, implement that office.

• Effectiveness measures: feasibility report, on campus approval process
• Assessment schedule: annual report 2006-07, annual report 2007-08 comprehensive five year review (2010)
• Person/group responsible: College Office, relevant advisory committee
• Performance outcome: During 2005-06, the dean will appoint a committee composed of selected faculty, chairs, and program directors to assess the potential benefit and feasibility of implementing a centralized COAS student internship office that could serve departments/programs who currently do not have established unit programs. By fall 2006, that report will be presented to the Dean. If determined to be warranted and assuming the availability of resources, a centralized internship office will be implemented by spring 2008.

Objective 4: Enhance administrative personnel in selected areas.

Action Step 1: Move the Director of International Studies to 12-month status.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, and International Studies program director
• Performance outcome: Appointment of the Director of International Studies to a 12-month status by fall 2006.

Action Step 2: Appoint an Associate Director of International Studies.

• Effectiveness measures: Required on-campus approval process
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College office, and International Studies program director
• Performance outcome: Appointment of an Associate Director of International Studies by fall 2007.

College Goal 12: To implement and maintain effective internal and external processes and communication systems to enhance customer service provided across the college and between units within the college and their external customers.

Objective 1: To Improve the Organization and Efficiency of COAS Infrastructure

Action Step 1: Develop a work-flow plan which identifies staff responsibilities

Action Step 2: Communicate the plan to staff and units

(Applies to Action Steps 1 & 2)

• Effectiveness measures: review of plan, feedback from staff and units
• Assessment schedule: spring 2007
• Person/group responsible: College Executive Staff
• Performance outcome: The work-flow plan will be implemented and

clearly communicated with staff and units

Action Step 3: Conduct internal analysis of ways to enhance efficiency

Action Step 4: Conduct external (units) analysis of ways to enhance efficiency

(Applies to Action Steps 3-4)

• Effectiveness measures: compilation and review of internal and external analysis
• Assessment schedule: spring 2007
• Person/group responsible: College Executive Staff
• Performance outcome: Efficiency steps will be identified and implemented as appropriate

Objective 2: Add new college office administrative and support staff as necessary

Action Step 1: Add a Director of Communication

Action Step 2: Add additional Development Officers

Action Step 3: Add selected support staff

(Applies to Action Steps 1-3)

• Effectiveness measures: compilation and review of internal and external analysis
• Assessment schedule: spring 2007
• Person/group responsible: College Executive Staff
• Performance outcome: Efficiency steps will be identified and implemented as appropriate

Objective 3: Enhance communication between units in COAS and the Office of Development.

Action Step 1: Implement mechanism for regular communication between departments/programs and the Office of Development.

• Effectiveness measures: annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: COAS Faculty Development Coordinator, Dean
• Performance outcome: Beginning with the 2005-06 annual report, the COAS Director of Development will summarize collaborative activities related to development conducted with units in COAS during the reporting year, identify activities to be undertaken during the coming year, and suggest strategies to enhance collaboration. Appropriate feedback will be provided to departmental chairs and program directors through the normal annual report process.

Objective 4: Systematically increase alternative funding sources.

Action Step 1: Develop departmental/program plans to increase alternative funding for operational and other programmatic and student support needs.

Action Step 2: Create a COAS development plan

(Applies to Action Steps 1-2)

• Effectiveness measures: external funding reports, development reports, annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: COAS Director of Sponsored Research, COAS Development Officer, Department chairs and program directors, Dean
• Performance outcome: Beginning with the 2005-06 annual report, both the COAS Director of Sponsored Research and the COAS Director of Development will compile a summary of alternative funding sources acquired by departments and programs. Using that report as a baseline, the Dean working with the Director of Development will work with departmental chairs and program directors to establish alternative funding goals and strategies for the remainder of the planning period.

Objective 5: Implement strategies to enhance COAS communication

Action Step 1: Incorporate students from the journalism and public relations programs into the college’s public relations efforts.

Action Step 2: Disseminate the college newsletter in an on-line format.

Action Step 3: Create a COAS magazine

(Applies to Action Steps 1-3)

• Effectiveness measures: on campus approval process
• Assessment schedule: two-year reviews, 2007 and 2009
• Person/group responsible: College Office, appropriate departmental chairs
• Performance outcome: By spring 2007, COAS will develop and implement a plan to utilize on an ongoing basis upper division students to assist with COAS public relations efforts. By spring 2006, the COAS newsletter will be disseminated in both print and on-line form. By the end of the planning period, the COAS magazine will be published twice annually

Action Step 4: Upgrade the COAS Web site

• Effectiveness measure: analysis of content and usability of the COAS Web site
• Assessment schedule: two-year review
• Person/Group responsible: Associate Dean for Instructional Technology, appropriate support personnel
• Performance outcome: By fall 2006, the Associate Dean for Instructional technology will identify appropriate ways to enhance the content and usability of the COAS Web site. Modifications will be implemented in a timely manner.

Objective 6: Improve the college budgeting process

Action Step 1: Identify ways to encourage units to adopt and utilize an entrepreneurial approach to address unit resource needs

Action Step 2: Establish appropriate training and accountability measures for unit personnel

(Applies to Action Steps 1-2)

• Effectiveness measures: external funding reports, development reports, annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: COAS Director of Sponsored Research, COAS Development Officer, Department Chairs and program Directors, Dean
• Performance outcome: Beginning with the 2006-07 annual report, units will identify steps taken to achieve this objective. Those reports will be reviewed by the Dean and feedback will be provided.

Objective 7: To establish a college-wide process for identifying and prioritizing technological needs, including computer labs, software needs, and replacement cycles.

Action Step 1: Establish a broadly representative committee to make recommendations regarding the prioritization of technology needs within the college, including both the acquisition and subsequent support of hardware and software, enhancement of classroom technologies, and enhancements in student computing labs.

Action Step 2: Solicit reviews of recommendations by department chairs.

(Applies to Action Steps 1 & 2)

• Effectiveness measures: annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: COAS Associate Dean, Instructional Technology, College Office, appropriate advisory committees
• Performance outcome: By spring 2006, COAS will implement a clear and broadly-representative process to evaluate technology-related needs within the college, and to recommend funding priorities to the Dean.

Objective 8: Effectively manage the purchase and replacement of desktop computer hardware and software for faculty.

Action Step 1: Working with ITS, identify effective strategies for the replacement of desktop workstations. This must include the development of a rubric for determination of requirements and a subsequent policy for assignation of appropriate computing technology.

• Effectiveness measures: annual report
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: COAS Associate Dean, Instructional Technology, College Office
• Performance outcome: Beginning with the 2005-06 annual report, the Associate Dean for Instructional Technology will summarize changes made in the replacement process for desktop workstations, and identify college-wide issues that need to be further considered by ITS.

Action Step 2: Departments will develop long-range plans and strategies to establish, maintain, and improve the portfolio of cutting-edge software applications utilized by faculty and students.

• Effectiveness measures: annual reports
• Assessment schedule: annual update, comprehensive review 2008 and 2010
• Person/group responsible: Departmental Chairs and Program Directors, COAS Associate Dean, Instructional Technology, College Office
• Performance outcome: In feedback on the 2005-06 annual report, departmental chairs and program directors will be charged with developing unit plans regarding the acquisition, enhancement, and support of software applications used by faculty and students to cover two year cycles 2006-2008 and 2008-2010. Departmental chairs and program directors will report against those plans beginning with their 2006-07 annual reports.

College Goal #13: To provide university students with a liberal

arts education, including a strong global

component, that helps them become critically

engaged citizens, have rich cultural lives, and

be well prepared to meet the challenges they

will face in their working environment and our

increasingly interconnected world.

academic affairs goal #7: to graduate students with intellectual and professional skills and a global perspective that can be broadly applied in an ever-changing world.

Objective 1: To provide instructional programs that enable students to develop

fundamental skills of inquiry.

Action Step 1: To offer the courses necessary to provide instruction in the fundamental writing process

Action Step 2: To offer the courses necessary to provide instruction in mathematical and logical reasoning, information literacy and technology

Action Step 3: To offer the courses necessary to provide instruction in the natural and social sciences

Action Step 4: To offer the courses necessary to provide instruction in appreciation of the fine arts

Action Step 5: To offer the courses necessary to provide instruction in understanding western culture

Action Step 6: To offer the courses necessary to provide instruction in

understanding of global connections.

Action Step 7: To offer the courses necessary to provide instruction in understanding ethical and cultural issues

Action Step 8: To offer the courses necessary to provide instruction in disciplined-based written and oral communication skills.

(Applies to Action Steps 1-8)

• Effectiveness measures: course schedule
• Assessment schedule: annual, comprehensive five-year review (2010)
• Person/group responsible: COAS Associate Dean for General Education, relevant departmental chairs and program directors, College Office
• Performance outcome: Using the fall 2005 course offerings as a baseline, COAS offerings of relevant courses will increase commensurate with projected student enrollment increases.

Objective 2: Increase the amount of general education instruction provided by full-time faculty

Action Step 1: Increase the availability of Liberal Studies courses taught by full-time faculty members.

• Effectiveness measures: course schedule, teaching effort report
• Assessment schedule: annual, comprehensive five year review (2010)
• Person/group responsible: COAS Associate Dean for General Education, relevant departmental chairs and program directors, College Office
• Performance outcome: Using the fall 2004 and spring 2005 course offerings as a baseline, COAS offerings of relevant courses taught by full-time faculty will increase as appropriate over the planning period.

Action Step 2: As possible, recruit qualified faculty to contribute expertise in the delivery of courses related to general education

• Effectiveness measures: course schedule, teaching effort report
• Assessment schedule: annual, comprehensive five-year review (2010)
• Person/group responsible: COAS Associate Dean for General Education, College Office
• Performance outcome: New faculty with appropriate expertise will be recruited to the delivery of general education courses as possible throughout the planning period.

Action Step 3: Implement a plan to reduce the proportion of ENGL 1101-1102 sections taught by part-time faculty

• Effectiveness measures: course schedule, teaching effort report
• Assessment schedule: annual, comprehensive five year review (2010)
• Person/group responsible: COAS Associate Dean for General Education, Chair, Department of English, Director of Composition, College Office
• Performance outcome: Using the fall 2005 as a baseline, the number of sections of ENGL 1101 and 1102 courses taught by part-time faculty will remain constant over the planning period, and their proportion of all sections of ENGL 1101 and 1102 will decrease.

Objective 3: To increase opportunities for students to participate in special learning

programs.

Action Step 1: Assist departments in establishing and expanding pre-professional and other internship opportunities.

• Effectiveness measures: annual reports
• Assessment schedule: annual, comprehensive five year review (2010)
• Person/group responsible: COAS Associate Dean for Student Services, relevant departmental chairs and program directors, College Office
• Performance outcome: Using the fall 2004 and spring 2005 course offerings as a baseline, COAS offerings of relevant courses will increase as appropriate over the planning period.

Action Step 2: Work collaboratively with the international Study Abroad Office to identify ways to increase participation in established study abroad programs.

Action Step 3: Work collaboratively with COAS units to find ways to develop new study abroad programs

(Applies to Action Steps 1-2)

• Effectiveness measure: annual reports
• Assessment schedule: Bi-annually
• Person/Group responsible: Associate Dean for Student Services, Chairs, Directors
• Performance outcome: Based upon fall 2006 participation rates, the number of COAS study abroad programs and the number of students in those programs will increase over the planning period.

.

College Goal #14: To develop and maintain an inclusive environment where diversity is valued and incorporated in the full range of college activities.

academic affairs goal #8: to promote an environment that embraces the benefits of diverseity in education, research, and service.

Objective 1: Expand programming as appropriate.

Action Step 1: Identify and implement new programming and expand existing programming that increases understanding of and appreciation for diversity.

• Effectiveness measures: On campus approval process
• Assessment schedule; annual update, comprehensive five-year review
• Person/group responsible: Relevant department chairs and program directors, College Office
• Performance outcome: Within the planning period relevant programming will expand as allowed by available resources.

Objective 2: Expand programming designed to enhance success and retention of

students from diverse backgrounds.

Action Step 1: Encourage more at-risk students to participate in the programs offered by the academic support units, such as the Center for Academic Excellence and the Writing Resources Center.

Action Step 2: Assist with the expansion of the SAFE program (Student Advising for Freshman Excellence).

(Applies to Action Steps 1 & 2)

• Effectiveness measures: presentations, coordination with program directors
• Assessment schedule: annual report, comprehensive five year review (2010)
• Person/group responsible: College Office
• Performance outcome: During the planning period, staff in the College Office will continue to provide presentations and other information on basic academic, support, and procedural issues to relevant groups. Beginning with 2005-06, a summary of that activity will be included in the COAS annual report.

Action Step 3: Initiate departmental assessment of needs of students from diverse backgrounds and implement appropriate steps to improve the retention and graduation rates of those students.

• Effectiveness measures: annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Departmental Chairs, Program Directors, College Office.
• Performance outcome: Beginning with 2005-06, department chairs and program directors will be asked to include in their annual report a description of unit efforts to meet the needs of students within their program who come from diverse backgrounds. Units will be asked to develop appropriate steps and to report annually on progress toward improving retention and graduation rates of students within their programs who come from diverse backgrounds.

Objective 3: Expand programming designed to enhance the success and retention of faculty from diverse backgrounds.

Action Step 1: Implement strategies to ensure that new faculty are selected from sufficiently diverse applicant pools.

Action Step 2: Require department chairs to ensure that the applicant pools from which they select new faculty are sufficiently diverse.

Action Step 3: Encourage units to participate in University-sponsored diversity programming, including the Chancellor’s diversity initiative, the NSF Advance grant, and the STEM initiative.

Action Step 4: Identify and address COAS and unit climate issues for faculty from diverse backgrounds.

(Applies to Action Steps 1-4)

• Effectiveness measure: recruitment and retention reports, annual reports, special reports
• Assessment schedule: annually beginning with the 2006-07 annual report
• Person/group responsible; Dean, Faculty Development Coordinator, Chairs, Directors
• Performance outcomes: Strategies to ensure that faculty applicant pools are sufficiently divers will be implement during 2005-06. Beginning with the 2006-07 annual report, departments and programs will describe how they have participated in University-wide diversity programming. Beginning with the 2006-07 annual report, departments and programs will identify any climate issues in their units and how to address those issues.

College Goal #15: To ensure that adequate assessment and evaluation systems are operational across the college.

academic affairs goal #9: TO CREATE A FLEXIBLE, RESPONSIBLE CULTURE THAT USES EFFECTIVE REVIEW AND ASSESSMENT AS THE BASIS FOR IMPROVEMENT.

Objective 1: To systematically assess at the departmental/program level instructional programming, particularly student-learning outcomes associated with fundamental skills of inquiry, themes of liberal education, written and oral communication skills, and major concepts in the student’s chosen discipline.

Action Step 1: In 2005-06, assess student-learning outcomes in general education courses that teach basic writing skills as well as mathematical and logical reasoning skills.

Action Step 2: In 2006-07, assess student-learning outcomes in general education courses that cover the life sciences, physical sciences, and social sciences.

Action Step 3: In 2007-08, assess student-learning outcomes in the Liberal Studies courses.

(Applies to Action 1 & 2)

• Effectiveness measures: assessment reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: Associate Dean, General Education, relevant departmental chairs and program directors.
• Performance outcome: Assessment of student learning in General Education courses will be conducted according to the above schedule. Assessment reports will be prepared as data is available and be reviewed by appropriate persons.

Objective 2: Ensure adequate assessment and evaluation reporting mechanisms are

operational across the college.

Action Step 1: Collect with annual reports student outcome data generated by departmental/program assessment procedures and a statement from the chairs as to how the data were utilized within the unit.

Action Step 2: Compile a five-year summary of changes made in academic programs as a result of assessment.

(Applies to Action Steps 1 & 2)

• Effectiveness measures: annual reports, feedback to annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College Office, departmental chairs and program directors.
• Performance outcome: Departments and programs will continue to assess program and student learning outcomes as prescribed in unit assessment plans. Results will continue to be reported in unit annual reports. Departmental chairs and program directors will continue to evaluate the strengths and weaknesses of their assessment efforts, and will continue to receive feedback about their assessment efforts from the College Office. The College Office will continue to compile examples of changes made in units as a result of assessment data.

Objective 3: Coordinate College assessment efforts with those of the University

Action Step 1: Designate a college representative to work with the University Director of Assessment to improve assessment across the college.

• Effectiveness measures: annual reports, feedback to annual reports
• Assessment schedule: annual update, comprehensive five-year review
• Person/group responsible: College Office.
• Performance outcome: The College Office will continue to solicit feedback from the Director of University Assessment designed to improve assessment efforts across COAS. Modifications will be formulated and implemented as appropriate.