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Dare to Make a Difference

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Dare to Make a Difference Academic Division Plan-of-Work Year 1: 2009-2010 Priority Eight: Grow and steward resources that enable us to execute our plans and sustain ... – PowerPoint PPT presentation

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Title: Dare to Make a Difference


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

23
Dare to Make A Difference Shaping Learning
  • Priority Two Develop, strengthen, and expand
    creative co-curricular programs that promote
    student learning, development, retention, and
    success through campus collaborations.
  • Goal 2A Link student affairs and student
    academic support by adopting a developmental
    approach to co-curricular experiences and
    academic support programming.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

45
Dare to Make A Difference Shaping Learning
  • Priority Three Pursue creative collaborations
    that result in engaging learning experiences with
    local impact and national reach.
  • Goal 3A In collaboration with our urban
    partners, pursue nationally-significant
    initiatives designed to serve the institutions
    and citizens of Indianapolis by engaging Butler
    students, faculty, and staff in meaningful
    experiential learning and research activities

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

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

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

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

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

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

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

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

54
Dare to Make a Difference Shaping Learning
  • Priority Four Build on Butlers reputation in
    international education by forging additional
    opportunities and partnerships.

55
Dare to Make A Difference Shaping Learning
  • Priority Four Build on Butlers reputation in
    international education by forging additional
    opportunities and partnerships.
  • Goal 4A Bolster existing global education
    efforts by establishing the Center for Global
    Education (CGE) as the intellectual and physical
    home for academic global initiatives.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

72
Dare to Make A Difference Sustaining the
University
  • Priority Six Make Butler an employer of choice
    for a highly qualified, diverse mix of faculty
    and staff.
  • Goal 6A Provide faculty and staff with the
    support and tools necessary to act on their
    commitments to excellence and innovation.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

87
Dare to Make A Difference Sustaining the
University
  • Priority Seven Construct and maintain
    facilities and infrastructure commensurate to the
    mission and reflective of the commitments and
    aspirations of the University.
  • Goal 7A Maintain residential and co-curricular
    spaces that are safe, functional, environmentally
    responsible, and marketable.

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

Goal 7B Identify, prioritize, and boldly
address capital renewal and deferred maintenance
needs.
89
Academic Plan- 7AB
  • Initiate a collaborative conversation between
    PAC, the VP for Facilities Management, and the VP
    for Student Affairs in order to address the
    interrelatedness of the two goals and develop
  • a comprehensive plan of identified co-curricular
    spaces and
  • a cohesive, prioritized list of items for the
    Capital Budget 2009-10 committee process should
    be completed by October 30, 2009.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

108
Dare to Make a Difference Sustaining the
University
  • Priority Nine Increase Butlers national
    profile.

109
Dare to Make A Difference Sustaining the
University
  • Priority Nine Increase Butlers national
    profile.
  • Goal 9A Increase Butlers academic profile by
    collecting and publicly disseminating evidence of
    our education outcomes.

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

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

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

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

114
  • Dare to Make a Difference
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