Goal 1: Ensure academic excellence and program …wmich.edu/sites/default/files/attachments/u450/2017/AA_Outcomes...Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting

Academic Affairs Strategic Plan: Invest in Gold ReportingAcademic Affairs 2016-17 Priority

Strategies

Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting Strategy Success Measure/Metric Progress Progress Narrative (Describe the progress made to date. Include

outcomes, barriers, and future plans. Relate the progress to the success

measure/metric identified.)

CHHS Develop co-curricular IPE activities suitable for W

Signature designation at both undergraduate and

graduate levels

Increase interprofessional education (IPE) activities

at the program and college level

• Facilitate development of one credit hour sections

of IPE 3800/6800 with faculty/programs

• Develop specific courses for the wider college

audience that can be accessed by a variety of

programs and thus interdisciplinary in nature; e.g.,

an undergraduate research course and a graduate

cultural competency course

• Increase visibility and access to information about

college IPE events and activities through website

redesign and program publicity/marketing to

students

Progress Increase in IPE simulations from 2 to 4, with another in development. UG

event planned for learning community. Course development prioritized in

strategic plan.

IE Goal 1: Maintain HLC “good standing” accreditation

status, the highest standard available.

Objective 1.2: WMU successfully implements the

Signature quality initiative that meets HLC

expectations by fall 2018.

Strategy 1.2b: The Signature timeline is met, so that

piloting begins in fall 2016 and full implementation

begins fall 2017

Success Measure: The Signature is piloted fall 2016.

Success Measure: The Signature is fully implemented

fall 2017.

Success Measure: Annual progress reports are

submitted for the evidence prior at the close of each

fiscal year.

Progress The Signature had a successful pilot and is prepared to launch fall 2017.

The progree report was submitted in June 2017.

CFA GOAL 3: Increase creative-scholarly output,

interdisciplinary activities, and leadership

development opportunities

Objective 3.2 Develop different ways to incentivize

creative-scholarly output, interdisciplinary activities,

and leadership development

Strategy 3.2.d Explore options for Signature

Designation

Success Measure: Complete fact-finding and begin

development of interdisciplinary CFA pathway by ‘21

Completed Fact-finding indicates that there is little interest in developing a

designation at this time. We plan to revisit this in a few years to review

interest.

Enrollement

Management

Progress Improved student transition programs and services through modifying

new student orientation approach:

- Modified the new student orientation program message to increase

distinct awareness of the WMU experience

o Student engagement in the University experience is an expectation.

o Campus size is an experiential asset.

o Expand the sense that campus is a safe environment

o Promote living on campus increases student satisfaction and retention

o WMU is a quality alternative to flagships that are too large, impersonal,

cold and not a student centered experience.

o Individual’s responsibility to become a good citizen, enhance pride in

WMU and establish a personal commitment to success

- Expanded partnership with student affairs in the development of our

orientation model and programming.

- Changed institutional focus of orientation from an admissions yield event

to one of student transitioning, community engagement and academic

responsibility.

- Developed a more defined parent track and student track-some overlap

of sessions for common subject.

- Better defined the purpose and intended outcomes of Orientation and

Welcome Week.

- Utilize smaller cohort groups in Orientation to insure greater

engagement.

- Expanded transition programs beyond previous boundaries to establish a

greater connection to the WMU community.

Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. Objective 1.1: Experiential and co-curricular learning opportunities are available to help undergraduate and graduate students develop their unique education portfolio.a: Develop and implement the

Signature Designation to support

student engagement and distinction.

IE-9/5/2017 1


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CEAS Recruit, retain and graduate a well-qualified and

diverse undergraduate student body

Improve the academic profile of undergraduate

students

Develop a CEAS Signature Program on student

leadership and career development to support

student engagement and distinction

Signature Program’s activities and means to track

student participation have been identified; proposal

submitted to CEAS Dean by April 2017

Completed Signature Program’s activities and means to track student participation

have been identified; proposal submitted to CEAS Dean by April 2017.

EUP Recognition as a higher education leader by targeted

audiences

Provide responsive and diversified programming that

meets demand, provides solutions to community

challenges and extends WMU expertise

Provide defined, marketable areas of emphasis

within University Studies that align with workforce

demand data

Establish early college initiatives at regional locations

Identify competency-based course pathways and

curricula

Support engaged community scholarship at each

regional location

Conduct market research to identify and extend

programming through innovative formats and

credentials

Apply market research model and program viability

criteria for each location

Deliver university content and integrate with degree

portfolio through professional development,

conferencing and lifelong learning

Increase University Studies majors from ~340 to 750

by 2021

Serve 1,500 students in blended high

school/university learning initiatives

Increased number of community relationships

(Carnegie Model)

Document and establish growth metrics for the

economic impact of EUP programs and activities in

our communities

Increase 20 programs by 2021

Have a top 10 Best Online Program ranking U.S.

News & World Report by 2021

Have a top 25 in the 6 eligible categories in U.S.


Increase professional development and conferencing

revenues to $1,000,000

Increase direct investment from community partners

or other influencers

Delayed University Studies Program grew from 340 to more than 400 = 17%;

CoA (added as part

of Provost priorities

report-07/11/2017)

Progress • AV Maintenance: We are looking at adding the Federal Communication

license, the FAA dispatcher certificate, and the ASTM F46 Avionics

certificate, and a proposed UAS certificate as additional credentials a

student can obtain.

CHHS Create new and enhance existing certificate

programs within CHHS

Find a way to financially support students in

Gerontology and Holistic Health certificate programs

• Begin meetings at program and department level

to identify new financial avenues

Progress Meeting held with financial aid concerning certificate program support.

Job codes for graduates with these certificates identified so as to qualify

for aid. New stackable certificates developed in Holistic Health.

Graduate College GC2: Assist graduate programs with enrollment

management

GC2.8 Broaden graduate education opportunities

with collaborative degree programs, new certificate

programs and stackable micro-credentials, and

expansion of AGDPs.

GC2.8.4 Work with departments/programs to assess

need and opportunities for new certificate programs

Increased number of graduate certificate programs Progress Established 4+1 with Kalamazoo College-first program to admit students

will be Masters in Comparative Religion. A number of graduate certificate

and accelerated programs are being proposed through the curricular

process.

CAS (added as part

of Provost Priorities

Report- 07/11/2017)

Completed The College of Arts and Sciences has recently added graduate certificate

programs in Applied Hydrogeology, Applied Statistics, and Biostastics, an

accelerated MA in Earth Science and graduate certificates in Geographic

Information Science, the History of Monastic movements; Spirituality,

Culture and Health, and Non-Profit Leadership and Administration

Objective 1.2: Innovative curricular delivery leads to strategic growth in quality and transformative graduate and undergraduate education.

a: Develop and implement the

Signature Designation to support

student engagement and distinction.

b: Pioneer new configurations of

undergraduate and graduate

certificates and stackable credentials.

IE-9/5/2017 2


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CFA GOAL 2: Optimize student enrollment, retention, and

completion rate activities

Objective 2.4 Develop new and enhance existing

programs to address new markets and learner

demand

Strategy 2.4.a. Investigate the development of a

low/no residency Master’s Degree in Arts

Management/ Enterprise /Leadership

Strategy 2.4.g Design and implement online

certificate options as well as accelerated programs

Success Measure: Pending results of feasibility study,

develop and implement new degree/curriculum

Success Measure: Online Dance Studio Management

Certificate implemented and enrolled. Create an

accelerated Master’s degree pathway in Music.

Progress Feasibility study complete. MA in arts management curriculum planning is

moving forward, complete with accelerated option and prior-learning

assessment credit. The MA will probably be three stackable post-BA

certificates. The online dance studio management certificate is

implemented and enrolled. The accelerated pathway in Music Therapy will

be done as part of the offerings in Punta Gorda Florida. Discussions on

how to staff that are currently underway with EUP.

HCoB Implement economically sustainable practices and

policies aligning resources with college priorities

(HCOB Goal 5)

Generate and leverage multiple revenue streams to

support the fiscal vitality of (HCOB 5.1)

Develop and implement courses and initiative such

as new MBA programs, executive education and

certificate programs.

Number of programs and number of students. Progress a. Proposals with EUP before Stryker and Mercy Health for onsite MBA's

b. Certificate programs in ISM and Cybersecurity: start in 2017-18

EUP Ensure operational efficiency and effectiveness Implement project management solutions across

EUP and increase access to relevant information and

data

Create a centralized project management tool for

program development, program review, etc.

Decrease program development time to launch Progress Established strategic staffing model to implement project management

approach to tasks

CAS (added as part


Report- 07/11/2017)

Progress The College of Arts and Sciences adopted an electronic curricular change

form which has streamlined procedures. With this, proposals are more

efficiently routed from the department level to the curricular committee

to the Dean’s office and then to the Faculty Senate. The system has also

helped us better manage and organize previously submitted files.

Additionally, the CAS College Curriculum Committee revised its traditional

voting procedures, a change that has made meetings more efficient and

objective while also increasing the quality of accepted proposals.

Departmental/unit representatives now introduce proposals and answer

questions raised by committee members via conference call. At the Enrollment

Management

Progress Identified, purchased and implemented "25Live" new software for campus

class scheduling.

CHHS Each program and the college will transition to an

entirely electronic system of information sharing and

approval for curriculum changes

In fall 2016, have all members of CHHS departments

submit course changes through electronic system

• As program change electronic process is available,

volunteer to be a pilot site

• Provide quantitative and qualitative feedback to

process developers at a minimum of every 6 months

Completed Departments using electronic submission for course curricular change

proposals.

Assessment/Undergr

ad Studies

Assure timely progression of curriculum changes Develop electronic workflow process for curriculum

in collaboration with Faculty Senate

Workflow for course changes will be fully

implemented beginning the fall of 2017

Completed The office worked with the Faculty Senate Executive Board and the Office

of Information Technology to complete work on an electronic workflow

process for curricular changes to courses. As of April 1, 2017 all changes

to courses must be done using the electronic system. The electronic

system will be expanded in the future to include changes to programs.

b: Pioneer new configurations of


certificates and stackable credentials.

d: Make the curricular approval

process nimble so that programs can

better respond to the needs of a

rapidly changing world.

IE-9/5/2017 3


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CHHS Will support upcoming discussions and provide input

to design team

Delayed

CoA (added as part


Report-07/11/2017)

Progress Director of Advising currently serves on the Faculty Senate Transfer

Committee for WMU Essential Studies Implementation Plan.

Libraries Create innovative library programming responsive to

University needs

Build a sustainable information literacy program that

reaches students at all levels

Work with faculty and academic depts. to integrate

info lit concepts into new Gen Ed Curriculum

Metric to be determined once curriculum is

approved

Delayed Will plan to work with Essential Studies implementation group to integrate

information literacy into curriculum now that it has been approved

CFA Waiting on University plan Delayed CFA faculty senators will be leading the push for member-volunteers from

the college on implementation subcommittees.

Assessment/Undergr

ad Studies

Facilitate an integrative general education program Work with Faculty senate to develop a new general

education program

A new model will be adopted by the end of spring

2017 and implemented by the fall of 2018

Progress The office worked with the Faculty Senate to develop a new general

education model with a new name. The full Faculty Senate at their April

2017 meeting approved the name WMU Essential Studies and a new

model was approved at the May 2017 meeting. The office is now working

with the Logistics Committee of the Faculty Senate to implement the

approved model.

CAS Provide outstanding learning experiences to

undergraduate and graduate students

Develop a comprehensive response to general

education revision, including a focus on gen ed

course outcomes

Focus on within course outcomes in gen ed classes

and lower division courses

Put structure in place by 2018 to track student

learning and DEWI rates in all gen ed courses by

department

Delayed While waiting for the general education revision to be completed, in the

interim we are working with our Student Success Services unit to develop

a process over the summer using our JGI datasets to complete the data

gathering on existing general education courses and share with

departments in September.

e: Prioritize the completion of an

innovative general education revision

by the end of the academic year 2016-

17.

IE-9/5/2017 4


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. EUP Recognition as a higher education leader by targeted

audiences




Establish early college initiatives at regional locations Serve 1,500 students in blended high


Progress Continued work with GRPS / Kent ISD and Charlotte County Public Schools

for Dual enrollment - established contract with Forest Hills Public Schools

planning on 25+ enrollments for Fall 2017.

CAS (added as part


Report- 07/11/2017)

Completed The College of Arts and Sciences has just launched the Collegiate Pathways

program, which will allow high school students in Grand Rapids to

complete a Chinese minor through dual enrollment at their high school.

We are also finalizing an agreement with Kalamazoo Christian High School

that will allow their students to complete a Spanish minor via dual

enrollment on the WMU campus. The College of Arts and Sciences also

supports important initiatives including the Geographic Bee, History Day,

Core Kids, and partnerships for KAMSC students to conduct research with

our STEM faculty.

CHHS Continue partnership with Western Regional Area

Health Education Center (AHEC) to identify and

implement early-middle college/pre-college

initiatives connecting rural and disadvantaged

populations to higher education at CHHS

Continue development of Health and Human

Services pipeline program, designed to connect rural

and disadvantaged students to health care

professions, with an underlying aim of addressing

shortages in the health care workforce (especially in

rural and minority populations)

• Continue identifying donors and funding for the

first cohort, Summer 2017, to bring up to 12 pre-

college students to campus to begin studies in health

education in their junior or senior years

• Identify long-term partners for funding and

resources to bring rural and disadvantaged students

to higher education

• Continue bringing junior and high school students

to CHHS/campus to expose them to health care

professions through AHEC and other immersion

opportunities

Completed Health Care Connections program launched this summer I with 12

students in attendance fully supported by grants. Students will complete 6

credits in CHHS coursework and attend experiential field trips. Junior/high

school students exposed to CHHS through HOSA's event organized by

AHEC.

CoA (added as part


report-07/11/2017)

Progress • We already have agreements with CACC, KRESA-EFE and WMAA through

KCC for college credit. We are working on other dual enrollments with

EUP. In particular, we are well along the way with signing a dual

enrollment with the Charlotte County Public School in FL. Also in FL, we

plan to begin working on similar agreements with the College High School

that operate within FSW. All of this is with EUP support.

Enrollment

Management

Progress Established new Pre-Professional Program Office and increased

programming through grant solicitation and receiving institutional

awarding of addiitonal "Gear Up" grants.

CFA GOAL 2: Optimize student enrollment, retention, and




demand

Strategy 2.4.c. Work with Extended University

Programs to design and implement an Early/Middle

College pathway in Integrated Arts Enterprise for

WMU-GR campus/region

Success Measure: EMC-GR is implemented via

contractual agreement with GRPS

Progress The EMC pathway is complete on paper and awaiting curriculum approval

for six unique classes staffed by WMU. GRCC will provide all General

Education expectations of the pathway. GRPS is reengaging in the process

and we expect a visioning meeting with the superintendent in July or

August 2017.

Objective 1.3: A culture of continuous assessment and improvement ensures academic excellence.

h: Launch and support the early-middle

college/pre-college initiative allowing

high school students to access

mutually beneficial and cost-effective

WMU programs.

IE-9/5/2017 5


Strategies





audiences






credentials






Progress Developed three new graduate certificates (information security -2 and

supply chain managment) redeveloped MSN, RN-BSN, FSC for online

delivery. New programs provide eligibility for US NEWS and World Report

ranking category.

CHHS Recognition of programs offered in the College of

Health and Human Services

Use existing – and create new – ways to share

college and unit story(s).

• Centralized location (can be electronic) that lists all

programs in the college and notes Points of Pride

(e.g., Fulbright scholars, WMU Presidential Scholars,

Medallion awardees, and national rankings where

applicable)

• On an annual basis, each program reports on

graduation rates, placement rates and exceptional

placements (to be shared as part of the State of the

College activities

• Unit bulletin boards must be updated at least 3

times per fiscal year

Delayed Discussion of website revision to include points of pride; development of

student stories in collaboration with Development and Alumni Relations.

LHC LHC Goal 7: Provide an innovative and dynamic

curriculum that promotes critical thinking,

communication skills, global engagement, involved

citizenship and a desire for lifelong learning.

(Not on formal LHC Plan, but a priority for Spring

2017.)

Identify key LHC student learning outcomes and

develop a plan for assessment.

Continue temporary advisor covering maternity leave

thru May 2017 to free up Advising Dir to work on

Assessment Plan

Completed list of key LHC student learning

outcomes and a plan for ongoing assessment.

Delayed Identified this as an area of need during Learner Support Program Review.

Plan to address over the next 6 months.

CoA(added as part


report-07/11/2017)

Progress • Av Flight Science: We are pouring resources into our most in-demand

program: Aviation Flight Science. This nationally recognized program

creates graduates with skills that are in such demand that they start flying

for airlines and institutions paying 60k within one year is graduation, and

over 150K, within 8 years of graduation. This is better return on

investment for a student's educational tuition than many careers,

including lawyers, medical doctors, and teachers.

Libraries Design & implement an intuitive, user-friendly online

library experience that promotes discovery and

learning

Complete and implement the current redesign of the

University Libraries website

Update wireframe to improve website navigation &

optimize for mobile devices; Update infrastructure

for creating and publishing content

Wireframe is under development, content creation

and publishing content change procedures have

been approved, implement in Summer 2017

Progress Wireframe has been finalized, waiting for new template from University

Relations

CoEHD Enhance and implement the optimum portfolio of

high quality programs

Enhance student outcome assessments across

program areas

Fully implement the Tk-20 assessment system across

the college’s programs

Progress Implementation of the software is mostly complete. Training sessions

have taken place. Currently, programs are entering student learning

outcomes into the system.

c: Provide resources necessary to

support the needs of nationally and

internationally recognized


programs, and model this trajectory to

cultivate other programs.

IE-9/5/2017 6


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CFA GOAL 2: Optimize student enrollment, retention, and




demand

Strategy 2.4.f Support faculty, staff and students in

new and existing high quality programs

Success Measure: Reallocation of resources to

create recruiting and marketing staff positions. Use

scholarships and financial aid to attract and retain

high quality students. Implement incentives to

retain high quality faculty.

Completed We have hired a CFA Marketing professional as well as a dedicated

recruiter, largely working with the Frostic School in order to stabilize

downward enrollment trends. We have implemented reasonable (largely

financial) incentives to retain high quality faculty in 2016-7. Retention

efforts via use of DT funds continues to yield us a retention rate much

higher than the WMU average.

HCoB Promote innovative learning, discovery and service.

(HCOB Goal 2)

Maintain innovative, high quality curricula (2.1) Increase and support number of programs with

national and international reputations.

Number of nationally ranked programs. Delayed a. Investing in new sales lab

b. Increase faculty in ISM via EUP support

c. Support creation of food center

EUP Ensure operational efficiency and effectiveness Recruit, retain and develop the best talent Assess individuals in each role against core

competencies.

Provide training to fill the gaps or create a

development/progression plan

Develop cross-training plans in all jobs/departments

Conduct professional development forums within

EUP

Leadership development initiative

Document core competencies for all roles

Measure employee promotions/career progression

100% participation in professional development

Progress Developed strategic staffing model to focus on tasks and move from

geogrpahical task focus to virtual and Florida student recruitment,

retention and stakeholder engagement.

CHHS Increase clarity on the governance structure of the

College of Health and Human Services

Develop committee structure, outlining membership

and duties to maximize faculty and administrative

resources

• Inform college of college standing committees in

terms of structure, charge and membership

• Simulation committee to develop new

interprofessional opportunities and identify faculty

champions

Completed Strategic Planning Council completed chart detailing committee structure

and reporting to be included in paper publication for launch of strategic

plan revision.

CoA Goal 4.1 Create a master plan for hiring of faculty

and staff based on updated curriculum and research

priorities.

Objective 4.1.A: Determine the number of faculty

and staff, and their qualifications, required to

implement the various curriculum and associated

plans developed.

Strategy 4.1.A.1: Number and type of faculty and

staff required per year through 2020.

4.1.A.1 – add sufficient faculty to achieve growth

plans.

Delayed Not Achieved: add sufficient faculty to achieve growth plans.

CAS(added as part of

provost priorities

report-07/11/2017

Progress The College of Arts and Sciences is hosting two summer workshops for all

Chairs and Directors, one facilitated through the Council of Colleges of

Arts and Sciences and the other focused on Conflict Management. We

have begun an informal mentoring program for all new Chairs and the

development of a College of Arts and Sciences Chairs and Directors

Handbook detailing main policies and procedures. CAS academic advisors

have benefited from travel to professional conferences. In this past year,

several members of that office presented cutting-edge research and

practices at the annual meetings of the National Association for Academic

Advising (NACADA).

Objective 1.4: Strategic investment in personnel promotes academic excellence and innovative discovery.c: Create and fully implement

professional development and

operational succession plans for

faculty, staff, and administrators.

c: Provide resources necessary to

support the needs of nationally and

internationally recognized


programs, and model this trajectory to

cultivate other programs.

IE-9/5/2017 7


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. ALR Support New Administrator's series; advisory role

with OFD to develop professional development

opportunities and support services for part-time

instructors

Completed Provide financial support for new administrator training series, new part

time instructor series to begin Fall 2017.

IE Goal 6: Manage policies and practices related to

personnel and payroll to positively contribute to

employee satisfaction and workplace engagement.

Objective 6.3: Alignment of personnel performance

reviews and weekly planning activities maximizes

human and fiscal resources.

Strategy 6.3b: Develop employee manuals for each

of the identified staff position and graduate

assistantship that will allow for improved job

succession.

Success Measure: Each staff member has a

developed a manual to assist in any planned or

unplanned departure from WMU to minimize a

successor’s learning curve.

Progress The employee manuals for the assistant director positions have been

completed. Revisions are being made on the GA manual.

Libraries Reorient the Libraries’ org structure to better align

with mission & vision, & foster a user experience

culture

Strengthen investment in personnel Develop & invest in building staff expertise to

support priorities; identify HR gaps & recruit talent

to meet needs

See 1.4.a Progress New organizational structure has been identified and all libraries staff and

faculty are progressing toward implementation, it is expected that many

changes will be in place by Fall semester 2017, with full implementation

by Winter semester 2018

HIGE Recruit, develop, and retain a student body that is

both globally diverse and globally engaged.

Pursue continued professional development

opportunities for staff.

1. Establish institute-wide professional development

policy.

2. Establish and promote staff exchange

opportunities with international partners

1. Policy established. Number and distribution of

professional development activities across HIGE.

2. Initial staff exchanges have taken place. Number

of staff exchanged; diversity among

departments/divisions

Progress Professional development policy established and implemented. There

were a total of 43 professional development activities with the majority

being in CELCIS (17), but other units also represented.

CFA GOAL 3: Increase creative-scholarly output,

interdisciplinary activities, and leadership

development opportunities

Objective 3.4 Build administrative capacities within

CFA through strategic talent development activities

Strategy 3.4.a. Dean/Assoc. Dean develop a CFA

Faculty Fellows program

Success Measure: One Faculty Fellow in each unit by

2021

Progress We will pilot the program in the coming academic year with a faculty

member in the School of Music. Assessment and readjustment to the

program will follow.

Enrollment

Management

Progress Implemented new organizational models in Office of Admissions

- Freshman recruiter positions move to 2 year term positions

- Transfer recruitment positions moved to 5 year term positions

- Established a new position to oversee scholarship awarding in admission

recruitment

- Established a new event planned position to oversee the development

and renewal of all admission events.

- Strengthened the role of college centered recruiter positions to achieve a

more active role in campus visits-sell the program and the college-involve

faculty.

c: Create and fully implement




IE-9/5/2017 8


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. Assessment/Undergr

ad Studies

Ensure quality undergraduate advising in concert

with the college advising directors

Revamp the University Advising Committee (UAC)

meetings to regularly include professional

development exercises

Professional development exercises will be a regular

feature of UAC meetings by the fall of 2017

Delayed There was one individual from Student Affairs who participated in a staff

exchange to a partner institution in Sweden. We are in the process of

developing other opportunities.


audiences.






credentials




(Carnegie Model)



our communities



Progress Developed strategic staffing model to focus on tasks and move from

geogrpahical task focus to virtual and Florida student recruitment,

retention and stakeholder engagement. Supported fresh water research

in Charlotte County; supported clinical outreach accross Michigan and

Florida; Started construction on the AMP lab in Grand Rapids in

partnership with high level community stakeholders; Received $25k from

Osher Foundation (in addition to $1m from 2016), received $500 k +

hangar lease for $1 from Charlotte County.

CHHS Identify new opportunities for collaboration with

institutions and continue to deepen relationships

and ties to existing partners

Continue working collaboratively with EUP to

develop partnerships that are in beginning stages,

and continue to identify new opportunities

• Further develop plans for partnerships with KVCC

with the School of Interdisciplinary Health Programs

• Continue working with state and local partners in

Punta Gorda to establish PA rotations and other

programs on-site at Florida Southwest State College

• Develop plans and relationships for MOU between

Dillard University for a pipeline program for

Blindness and Low Vision Studies

Progress Increase in PA rotations in Charlotte County, FL. School of Interdisciplinary

Health exploring collaboration with KCC, as well as RN-BSN in Bronson

School of Nursing.


management

GC2.8 Broaden graduate education opportunities

with collaborative degree programs, new certificate

programs and potential stackable micro-credentials,

and expansion of accelerated graduate degree

programs

GC2.8.1 Work with departments to identify areas for

3+2 or 1+1 programs with other

domestic/international institutions

Increased numbers of graduate students in

collaborative degree programs

Progress Established 4+1 with Kalamazoo College-first program to admit students

will be Masters in Comparative Religion. A number of graduate certificate

and accelerated programs are being proposed through the curricular

process.

CAS (added as part


Report- 07/11/2017)

Progress The College of Arts and Sciences has just launched the Collegiate Pathways

program, which will allow high school students in Grand Rapids to

complete a Chinese minor through dual enrollment at their high school.

We are also finalizing an agreement with Kalamazoo Christian High School

that will allow their students to complete a Spanish minor via dual

enrollment on the WMU campus. The college has also entered into

several collaborative partnerships with area community and technical

colleges. New and soon-to-be-completed agreements between CAS and

departments of Kalamazoo Valley and Kellogg Community College will

generate new transfer enrollment while assisting new students Enrollment

Management

Progress Improved recruitment strategies for Transfer Student enrollment

outcomes.

- Developed a separate transfer admissions team to promote greater

outreach and physical presence in the Michigan community colleges.

- Initiated more articulation agreements

- Streamlined transfer application process and increase recruitment

Goal 2: Establish a robust graduate and undergraduate enrollment management plan that recruits, retains, and graduates a diverse, outstanding student body consistent with a learner-centered, discovery-driven, and globally engaged university. Objective 2.1: Strategic management of enrollment leads to achievement of enrollment levels consistent with WMU’s distinctive programs and transformative educational experiences.b: Empower the offices of Admissions,

Graduate Admissions, International

Admissions, and Extended University

Programs, in collaboration with

academic programs, to embark on new

agreements with partnering

institutions.

c: Create and fully implement




IE-9/5/2017 9


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CoA(added as part


report-07/11/2017)

Progress • We continue to look for new schools to partner up with. We already

have formal agreements with several schools in MI, two in Indiana and

soon with one in Illinois and are forging ahead with a transfer agreement

with FSW in FL. As Sharon mentioned, when we identify schools that it

makes sense to have a formal agreement with, I’ll reach out to them

initially and then we begin with a visit to their school by me and Sharon.

Sometimes, things get held up in senior administration. For example we've

been trying to get an agreement signed with The Aviation Institute of

Maintenance in Indiana for well over a year and only just had that signed.

Also, Parkland College in Illinois have had their agreement held up as we CoEHD Optimize resource acquisition and management Strengthen recruiting, enrollment, and retention Establish new 2+2 articulation agreements with

community colleges and recruit students for the 3+2

and 1+1 programs overseas

Progress Approximately seven new articulation agreements have been completed.

Approximately five more are in progress. There are also plans to update

agreements that are out of date.

CFA GOAL 1: Ensure that curriculum and programming

prepare students for successful careers in the arts

and related fields

Objective 1.2 Annually evaluate relevance of

credentials, curriculum and programming

Strategy 1.2.d. Review existing articulation

agreements to ensure accuracy with current

curriculum and seek out new partnerships.

Success Measure: Consistent transfer rates with

limited issues

Progress We continue to ask our advisors to monitor transfer issues that students

consistently have as the come into CFA. We use this to further discuss

options with our Chairs/Directors in hopes that faculty will work closer

with CC institutions to smooth pathways. To that end, the School of Art

has reopened discussions with Kellogg CC and KVCC regarding pathways

for students in graphic design and the yet-to-be created area at WMU of

motion graphics/animation.


(HCOB Goal 2)

Maintain innovative, high quality curricula (HCOB

2.1)

Develop stronger connections within the college and

outside the college to enhance educational

opportunities

Number of students from partner programs.

Number of new programs with partner institutions.

Progress a. Created joint institute with GUFE, China

b. 1+1 MBA with Christ Univ, India

c. Expanded connections with Paaderburn University, Germany

CAS to develop a sustainable resource strategy (i.e.,

enrollment and development efforts)

Develop 2+2 articulation agreements between CAS

departments and community colleges-beginning

with KVCC

Build on existing relationships and partnerships to

move existing gen ed curriculum agreements to

more formal 2+2 articulation agreements

By 2018 to complete agreements with all CAS

departments with KVCC and begin similar process

with GRCC and KCC

Progress James Cousins has been working to revise our current articulation

agreements between individual CAS departments and KVCC. To date,

English, Communication, Spanish, Criminal Justice, History, Political

Science and Economics are in process or completed. Initial steps have

been taken to develop an articulation agreement with KCC in Criminal

Justice. Plans are in place to meet with GRCC and LCC in the fall.


audiences.

Optimize promotion strategies and recruitment

capabilities

Build and implement strategies and value

propositions for each audience, program and

regional location according to the brand strength

dimensions identified for emphasis or improvement

Optimize program messaging and promotion

channels validated by market research and data

analytics

Develop recruitment models that engage primary

targets: prospective learners and influencers

Establish benchmark metrics and goals for brand

awareness and perception

Increased brand awareness and perceptions metrics

based on goals

Implementation of next generation recruitment

model

Identified measures and set goals:

• Inquiries

• conversion rates from inquiry to application

• timeframe from inquiry to enrollment for each

program or discipline



planning on 25+ enrollments for Fall 2017. Conducted market research

and analyzed EUP program portfolio based on market demand, economic

need and competity intensity for 42 existing EUP programs and over 50

potential new program areas. Segmented geographic regiona into 8

segments to assess national demand; analyzed Michigan data to develop a

strategy for maintaining a Michigan market for EUP delivered courses,

Used market research to inform new program develpment; Used market

reserach to work with academic departments to change names of

programs, increased clinical opportunities and adjust format to address

market demand. Created, executed survey of 1,050 Michigan residents to

measure WMU overall brand awareness and perception - results reported

b: Empower the offices of Admissions,

Graduate Admissions, International

Admissions, and Extended University

Programs, in collaboration with

academic programs, to embark on new

agreements with partnering

institutions.

c: Expand and optimize WMU’s

enrollment management efforts of

targeted student groups and strategic

geographic regions.

IE-9/5/2017 10


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. LHC LHC Goal 1: Improve student retention within the

Lee Honors College and increase honors college

graduation rates

Objective A: Increase completion rate of honors

theses from less than 50% to 50% within 2 years and

to 70% within 5 years.

Statistics student hired to compile and analyze data.

Review of data results occur in 2017 to develop

further recommendations for improvement.

LHC has implemented several changes to the thesis

process and student engagement. % completion to

be reviewed annually to measure improvement.

Progress Had largest number of thesis defenses and graduates to date this

academic year. Still reviewing completion and paperwork submission for

Spring 2017.


management

GC2.2 Develop and implement a graduate

enrollment management plan

2.2.5 Continue to work towards increasing the

diversity of admitted graduate students

Increased diversity in graduate applicants Progress Continued efforts through the Michigan AGEP alliance to recruit and

retain a diverse student population in STEM. An online program to

enhance mentoring Is now available.


both globally diverse and globally engaged

Diversify enrollment 1. Establish recruiting office in Malaysia

2. Develop new government sponsor relationships

(Papua-Indonesia, Oman)

Track new enrollment from targeted

countries/regions.

Progress Recruiting office in Malaysia has been established and we have seen an

increase in the number of applications from there.

New government sponsor relationships are ongoing and developing. Two

recent once are with the Ministry of Science and Research in Indonesia

and the Ministry of Education in Iraq. We are also pursuing a relationship

with the government of Kazakhstan.

CoA (added as part


report-07/11/2017)

Progress The college recruitment and outreach team does a remarkable job

improving perceptions of WMU among prospective students, sharing

information about high-caliber faculty, staff, and distinctive programs. The

team targets diverse audiences from around the country, potential

transfer students, and underrepresented students who may not realize

the opportunities that are available at WMU, specifically in aviation.

Using the resources of the College of Aviation, the recruitment and

outreach team is focusing on its goal of increasing the size of the campus

to 1500 students. The team is accomplishing this goal by increasing the CFA Goal 2: Optimize student enrollment, retention, and


Obj. 2.1. Refine & advance strategic management of

College recruiting efforts

Strategy 2.1.a. Develop detailed, written recruiting

plan both domestic and international

Strategy 2.1.c. Cultivate & enrich pipelines to

increase application rates by 25%

Success Measure:

Complete the written plan and circulate

to CFA faculty, staff and administration

Success Measure: Reach 25% increase in

applications by 2020

Delayed The recruiting plan is currently in revision given what our recruiter has

learned "on the road" this year.




geographic regions.

IE-9/5/2017 11


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. HCoB Goal 4: Promote diversity, equity, and inclusion to

advance social sustainability and accessibility (HCOB

Goal 4)

Increase the recruitment, retention, and inclusion of

diverse populations (HCOB 4.2)

Identify and use external programs to aid in the

recruitment of diverse students, faculty, and staff,

with focus on members of historically under-

represented groups

Support programs that increase the participation and

success of historically under-represented groups

Adopt approaches to teaching, learning, and

curricula that are inclusive of people from diverse

backgrounds

Support the development of academic programs and

curricula that address the unique needs of

international students in joint programs

Develop and implement mentoring groups that

support academic success and career advancement

Create and disseminate images of diversity through

marketing materials

Increase representation of diverse groups in

speakers and alumni awards

Yearly compilation and tracking of student

demographics.

Delayed a. Actively recruit diverse faculty

b. Support diversity initiatives at WMU

c. Active Diversity and Inclusion Committee

d. Academic program for unique needs of international graduate students

e. disseminate images of diversity

through marketing materials

Enrollment

Management

Progress Improved institutional communications and tools utilized within the

recruitment and transition process.

- Identified, purchased and implemented and enterprise CRM that went

live prior to August 1, 2017.

- Evaluated the viability of WMU becoming a Common Application

institution and went live as of August 1, 2017.

- Initiated and established new partnerships with Alumni development for

greater involvement of alumni in recruitment opportunities.

Enrollment

Management

Progress Expanded high ability student engagement in the admission recruiting

process by restructuring the Medallion Scholarship Program.

Enrollment

Management

Progress Improved focus on developing the freshman funnel

- Increased Year 1 name purchase from 25,000 to 100,000 names

- Established year 2 target and long term goal of 200,000 prospect names

- Initiated new strategies to marketing earlier with rising high school

sophomores and juniors

- Incorporate participants in Pre-college programs into the institutional

recruitment plan.

Enrollment

Management

Progress Identified new freshman and transfer recruitment target areas in which

prospect potential can be realized:

- Texas, California, Arizona, New Jersey, New York, Florida and

Pennsylvania will be target zones for out of state recruitment.

- New strategic initiative has been places on restoring institutional identity

and presence in Detroit/Southeastern MI.

- Recruitment emphasis will continue on Chicago but new emphasis will be

shifted to include more attention to Northeast Illinois.

- As sharper focus in specific areas in Ohio.




geographic regions.

IE-9/5/2017 12


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. Enrollment

Management

Progress Improved out of state tuition rate to improve institutional value in the

marketplace.

• Identified price position compared to MAC and MI peer institutions

• Gained VP for Business and Finance support for 125% out of state tuition

rate

• Developed support and approval of WMU Board of Trustees.

• Implement new 125% rate in current recruitment cycle

• Increased out of state enrollment in freshman and transfer cohorts by

approximately 300 students.

Enrollment

Management

Progress Evaluated institutional position on retention and graduation in contrast to

peers and established initial targets to drive future long term strategic

retention and graduation goals.

• Move freshman retention rate to 80% by 2018.

• Move 6 year graduation rate to 60% by 2022.

Enrollment

Management

Progress Established initial targets as an outline for the development of a

comprehensive undergraduate enrollment model that drives future

undergraduate enrollment growth:

• 2200 to 2500 UG domestic headcount increase over a five year period

• 160-2200 transfer target over five years

• 3000-3600 freshman target over five years

• Raise out of state proportion to 30

CEAS Recruit, retain and graduate a well-qualified and

diverse undergraduate student body

Increase undergraduate First-Time Equivalent (FTE)

enrollment by 10% and FTE enrollment of females

(from 12%) to 14% and under-represented minorities

(from 16%) to 17% by 2020.

Implement an Admit Event for admitted female CEAS

students to increase female student enrollment

Fifty (50) percent of admitted female students

attend event; of those who attended event, 75% will

enroll in in CEAS in fall 2017.

Completed Fifty (50) percent of admitted female students attend event; of those who

attended event, 75% will enroll in in CEAS in fall 2017.


audiences.

Implement a strategic pricing plan Document student decision making priorities

Define competitive positioning strategy

Address pricing barriers through tuition, financial aid

and scholarship strategy

Increase market share in all programs delivered

Increase ROI

Increase access with financial aid and scholarships

Progress Conducted market research to make a strategic pricing reccomendation

to Senior Leadership passed by board on 6/29/17; proposed and received

Senior Leadership and Dean approval on EUP revised Financial Model.

Identified process for contract pricing and establishing financial aid or

tuition remission for FY 2017 to address financial need issues impacting

enrollment.

CoA(added as part


report-07/11/2017)

Progress The college has been in discussions with the Kalamazoo Promise on how

to better leverage the Promise to attract aviation students.


provost priorities

report-07/11/2017

Progress The College of Arts and Sciences is investing $400,000 in undergraduate

scholarships for the 2017-18 academic year, in partnership with

Enrollment Management, which are intended to increase retention by

targeting junior and senior students in good academic standing with cost

of attendance gaps.




geographic regions.

a: Utilize innovative and competitive

need- and merit-based financial

support strategies.

Objective 2.3: Improve affordability while maximizing accessible quality education for all students.

IE-9/5/2017 13


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CHHS Identify new funding sources and reach out to

existing donors for development of existing

programs, new programs, and scholarships

Support CHHS-wide and department-specific donor

campaigns and fundraising initiatives

• Make fundraising a priority for Spring 2017 across

the college. Dean’s office to invite VP of

Development and Alumni Relations to a full CHHS

College Council meeting to discuss opportunities and

strategies

Progress Discussion with VP Development and Alumni Relations concerning

potential initiatives with individual donors and alumni engagement.

LHC LHC Goal 5: Increase and maximize effective use of

fiscal and human resources.

(Not on formal LHC Plan, but a priority for 2017.)

Maximize awarding of available LHC undergrad

research scholarships

Actively promote research scholarships to students

and faculty. Encourage applications.

Full awarding of available LHC research scholarships. Progress Funds were fully awarded however some students did not complete

paperwork necessary to make awards.


both globally diverse and globally engaged

Identify, develop and promote scholarships and

other sources of funding, including merit-based

scholarships, for international graduate students.

1. Revise Haenicke Scholarship procedures and

eligibility criteria to increase impact and reward

academic excellence

2. Create a scholarship fund for international

graduate students

1. Scholarship procedures on track to be revised

spring 2017. Retention rate among recipients; yield

rate for new students.

2. Graduate scholarship to be established by fall

2017. Retention and yield rate.

1. Progress 2. Delayed 1. New scholarship procedures and amounts have been established.

Retention rate and yield rates are not yet available.

2. Graduate scholarship has not been established and discussions have

halted.

CoEHD Optimize resource acquisition and management Strengthen recruiting, enrollment, and retention Implement a Scholarship-based Financial Model in

EUP sponsored programs in school districts

Progress The model has been implemented and agreements have been made with

several school districts for the certificate in ESL and the MA in TESOL

programs. ESL enrollment is currently 16 compared to two students at

this time last year. TESOL enrollment is 19 compared to two students at

this time last year. (86 days from census)

Enrollment

Management

Progress Added 40 $25,000 semi finalist scholarships, Year 1 and 2, $5,000 each

year, Year 3 and 4, $7,500 each year.

Enrollment

Management

Progress Developed strategic changes in financial aid awarding practices.

- Redesigned future financial aid packaging models to sustain support in

years 2, 3, and 4.

- Purchased and began two year implementation of AcademicWorks to

centralize all university scholarship awarding practices

- Expanded Financial Literacy education programs and fully implemented

into First Year Seminar curriculum.

CFA Goal 2: Optimize student enrollment, retention, and


Obj. 2.3 Increase 6 year completion rate by 5% Strategy 2.3.c. Continue to develop financial aid

pathways, to attract and retain the best students,

using differential tuition and college endowment

revenue

Success Measure: Articulate the revised pathways

clearly to CFA stakeholders by the end of the 2017

academic year

Delayed We were not able to communicate out our plan for this goal in 2016-7.

Once we have a better sense of the budget reallocation we are facing,

then we will decide next steps.

Objective 3.2: Undergraduate and graduate student scholarship strengthens WMU’s position as a Carnegie-classified Doctoral University: Higher Research Activity.

a: Utilize innovative and competitive

need- and merit-based financial

support strategies.

Goal 3: Produce outstanding research, creative works, and intellectual property that enhances society and continues to position WMU as a Carnegie-classified Doctoral University: Higher Research Activity.

IE-9/5/2017 14


Strategies





audiences.

Implement a strategic pricing plan Support engaged community scholarship at each

regional location


(Carnegie Model)



Delayed


provost priorities

report-07/11/2017

Progress The College of Arts and Sciences is exploring a pilot program to provide

matching summer funds for graduate researchers supported by federal

grants during the academic year.


management

GC2.6 Diversity funding for graduate education GC2.6.1 Advocate for increased funding for graduate

assistantships and principles for distribution

Increased number of graduate students on

asssistantships with principled distribution

Progress Principled distribution for 17-18 of $500,000 one-time money to support

graduate assistants for research. $300,000 of this was a one time increase

to the GA pool from academic affars.

CFA Goal 2: Optimize student enrollment, retention, and


Obj. 2.4 Develop new and enhance existing programs

to address new markets and learner demand

Strategy 2.4.e. Design and implement Music Therapy

offerings for the Punta Gorda campus. Explore the

possibility of creating post-doc positions in PG to

support this effort while providing additional

research opportunities with this new population

base.

Success Measure: MT-PG program is implemented

and the first courses are offered by the fall of 2018.

Post-doc feasibility study complete by this time.

Delayed

CHHS In collaboration with departments identify major

research foci of faculty in CHHS and develop

collaborative research communities to increase

engagement in interdisciplinary research

opportunities.

Chairs assist in verifying and identifying research

clusters with input from their faculty by end 2016

• Research area on website redesigned to reflect

clusters and faculty list of research foci areas

developed and posted by summer 2017

• Identify faculty invest in development of

collaborative research communities with first

meetings in fall 2017

• Elevate and promote research culture through

establishing Research Spotlights or CHHS Research

Shorts lunch program (AY 2017-18)

Progress Research foci and clusters identified. Other initiatives ongoing.

CAS-added as part of

provost priorities

report-07/11/2017

Progress The College of Arts and Sciences supports the Center for Humanities,

which promotes cross-college, multidisciplinary initiatives, such as the

new NEH Challenge Grant supporting Humanities for Everybody. The

College of Arts and Sciences has also proposed the formation of a new

Institute for Intercultural and Anthropological Studies, which would be the

home of at least five interdisciplinary, cross-college programs.

Objective 3.3: Implementation and accountability of discovery communities, supported at the department, college, and University, increase both the aggregate and per-capita level of research activity supportive of a Carnegie-classified Doctoral University: Higher Research Activity.

b: Strategically support research

potential through the identification of

research clusters and use of University

centers and institutes to promote cross-

college, multidisciplinary initiatives

that support Carnegie-classified

Doctoral University: Higher Research

Activity.

b: Provide incentives to academic

programs that develop new research

assistantships and post-doctoral

fellowships supported through

research awards, grants, and gifts.

IE-9/5/2017 15


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CoA Goal 3.2 Significantly increase the amount of

research activity in the COA.

Strategy 3.2.A: Develop research groups within the

COA that reflect its focus areas: Safety Management

Systems; Education and Training and Human

Performance. (strategies 5.1 & 5.2)*

Strategy 3.2.B: Develop research groups with faculty

external to the COA. (strategy 5.2)*

Strategy 3.2.A.2: Number of faculty participating in

the research process.

Strategy 3.2.B.1: Number of research groups with

faculty external to the COA and WMU.

Strategy 3.2.B.2: Number of faculty participating in

the research process within the external groups.

3.2.A.2 – Eight AVS faculty are active in Federal

Aviation Administration research centers.

3.2.B.1 – Two research groups are active within the

two FAA Centers of Excellence WMU is part of.

3.2.B.2 – Current FAA COE research is using 5 WMU

faculty outside of AVS.

Completed The college is the lead for two FAA Centers of Excellence: The General

Aviation COE PEGASAS and the Technical Training and Human

Performance COE SOAR. We have researchers from Engineering,

Education and Aviation working together.


provost priorities

report-07/11/2017

Completed The College of Arts and Sciences is providing substantial support to the

Kalamazoo Autism Center and the Michigan Geological Survey, both of

which were launched via grants from the state of Michigan. We also

routinely provide cost shares for faculty who are receiving federal funding

to supoprt thei r research and we award College Discovery and

Dissemination awards to support faculty initiating new research or

creative activity, continuing scholarly work, or disseminating results at

international and national venues.

EUP-added from

07/03/2017 report

Recognition as a higher education leader by targeted

audiences.

Progress Supported fresh water research in Charlotte County; supported clinical

outreach and Advanced Manufacturing Lab in Grand Rapids

CEAS Creating and sustaining an environment conducive

to increasing faculty productivity in research and

scholarship

Provide the necessary support for faculty to pursue

large, multidisciplinary grants in coordination with

partners within the college, WMU and different

institutions.

Cultivate multidisciplinary research teams to pursue

large external funding opportunities

Encourage CEAS Research Centers to pursue external

funding, especially to support student scholarly

activities

Two multidisciplinary research teams identified in

2016-17; the teams will have submitted proposals

>$1 million each in 2017-18

One proposal submitted by a CEAS Research Center

in 2016-17 with significant student support

Completed Two multidisciplinary research teams identified in 2016-17; the teams will

have submitted proposals >$1 million each in 2017-18

One proposal submitted by a CEAS Research Center in 2016-17 with

significant student support

LHC LHC Goal 6: Establish stronger connections to honors

college friends and alumni.

Increase networking between current students and

alumni.

Increase alumni participation in campus events by

10% per year for 5 years. Create and expand an

alumni mentoring data base.

Alumni event volunteer participation doubled from

2014 to 2015. Alumni mentoring data base was

begun in 2015 with 25 volunteer mentors.

Progress Planning an event during homecoming for the first time. Continued to

meet with alumni during Study in the States trips. Currently have 29

mentors; 5 mentor/mentee relationships established. Dean attended

fundraising workshop. Medallion alumni participate in Medallion

competition.

CoA(added as part


report-07/11/2017)

Delayed The college has worked closely with alumni to communicate opportunities

for support of each of the competitive teams within the college.

HIGE Fully engage with WMU alumni and the community

at large in support of the University’s global

engagement pillar.

Engage with WMU alumni to advance the

University’s internationalization goals.

1. Work with Alumni Relations to host regular

international alumni receptions during high-level

international trips

2. Develop and maintain international alumni

contact information

1. Number and attendance of international alumni

events.

2. Number and accuracy of international alumni

records.

Progress 1. Work with Alumni Relations is ongoing. One event in Japan was

attended by HIGE staff.

2. Establishing international alumni records is ongoing. We are working

with WMU Development to improve the list, as well as looking at other

strategies to increase contact with WMU alumni overseas.

Goal 4: WMU improves the greater community by applying the University’s knowledge, talents, and energies through collaboration, service, and outreach among stakeholders.Objective 4.3: WMU becomes a steward-of-place that contributes to the inclusive excellence of local, regional, and global communities.a: Strengthen department- and

program-level partnerships with the

Office of Development and Alumni

Relations to cultivate engagement

opportunities with global and domestic

alumni that especially target new

funds for student support and

research.

b: Strategically support research

potential through the identification of

research clusters and use of University

centers and institutes to promote cross-

college, multidisciplinary initiatives

that support Carnegie-classified

Doctoral University: Higher Research

Activity.

IE-9/5/2017 16


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. EUP- added from

07/03/2017 report

Progress Established investor-level membership in Forward Detroit program

through regional chamber of commerce. Working closely with Alumni and

Development on AMP Lab in GR and Florida implementation. Formed

agreement with Aquinas College to deliver 75% of WMU-Engineering

Bachelor Degree on their campus.

CAS Develop a sustainable resource strategy (i.e.,


Increase outreach to alumni and friends that

highlights the multiple and varied programs offered

by CAS

Develop CAS Alumni and Friends magazine Begin publishing annual magazine by end of 2017 Progress CAS is developing a magazine for alumni and friends called "Arts &

Sciences." The magazine is on track to be published and mailed in mid-

September to over 50,000 individuals.


audiences




Provide defined, marketable areas of emphasis

within University Studies that align with workforce

demand data

Establish early college initiatives at regional locations

Identify competency-based course pathways and

curricula

Support engaged community scholarship at each

regional location



credentials



Increase University Studies majors from ~340 to 750

by 2021

Serve 1,500 students in blended high



(Carnegie Model)



our communities








Progress University Studies Program grew from 340 to more than 400 = 17%;

CHHS CHHS will use market data to analyze need for new

programs and current trends in professional

programs to review for revision

Each program or department will incorporate market

analysis into program and curricular planning in

order to stay both current and future focused

• Pair content expert data with any WMU or external

market analysis and include all new program change

proposals

• For new programs, certificates, or majors,

incorporate an additional request for data on career

paths, including likely compensation rates and

demand trends (at least regionally) to be included in

market analysis

Progress Completed for DPT program.

CoA Goal 1.3 Develop a graduate degree program in the

College of Aviation.

Objective 1.3.A: Create a set of courses that support

existing graduate degree programs at the university.

(strategies 3.1 & 3.2)*

Objective 1.3.C: Develop a master’s degree

curriculum with multiple delivery modes for the

college.

Strategy 1.3.A.1: Number of courses created.

Strategy 1.3.A.2: Number of colleges using aviation

graduate courses.

Strategy 1.3.C.1: Program created and submitted for

approval.

Strategy 1.3.C.2: Number and types of alternative

delivery modes.

1.3.A.1 – three AVS graduation courses created.

1.3.A.2 – new courses used in HCOB MBA.

Progress The college is working with EUP on a university UAS certificate program.

Three AVS graduation courses created and new courses used in HCOB

MBA.

Goal 5: A data-driven, transparent, sustainable financial process will be used to inform decisions.

d: Use market data to drive

implementation of new high-demand

programs and review sustainability of

existing programs.

a: Strengthen department- and

program-level partnerships with the

Office of Development and Alumni

Relations to cultivate engagement

opportunities with global and domestic

alumni that especially target new

funds for student support and

research.

Objective 5.1: Alignment of business strategy and financial stewardship will maximize efficiencies within Academic Affairs.

IE-9/5/2017 17


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CFA Goal 2: Optimize student enrollment, retention, and


Obj.2.4 Develop new and enhance existing programs

to address new markets and learner demand

Strategy 2.4.d. Work with Extended University

Programs to design and implement a stand alone BA

for the WMU-Grand Rapids campus

(Technically all Strategies of 2.4 support this

Objective. We have used them elsewhere so do not

list all of them here)

Success Measure: Implementation of curriculum and

inaugural student cohort in place

Progress Delays in the EMC pathway have not slowed work on this BA. We

anticipate that the BA proposal will be in front of the CFA Curriculum

Committee by the October 2017.


audiences

Optimize promotion strategies and recruitment

capabilities

Build and implement strategies and value

propositions for each audience, program and

regional location according to the brand strength

dimensions identified for emphasis or improvement

Optimize program messaging and promotion

channels validated by market and data analytics

Develop recruitment models that engage primary

targets: prospective learners and influencers

Establish benchmark metrics and goals for brand

awareness and perception

Increased brand awareness and perceptions metrics

based on goals

Implementation of next generation recruitment

model

Identified measures and set goals:

• inquiries

• conversion rates from inquiry to application

• timeframe from inquiry to enrollment for each

program or discipline



planning on 25+ enrollments for Fall 2017. Conducted market research

and analyzed EUP program portfolio based on market demand, economic

need and competity intensity for 42 existing EUP programs and over 50

potential new program areas. Segmented geographic regiona into 8

segments to assess national demand; analyzed Michigan data to develop a

strategy for maintaining a Michigan market for EUP delivered courses,

Used market research to inform new program develpment; Used market

reserach to work with academic departments to change names of

programs, increased clinical opportunities and adjust format to address

market demand. Created, executed survey of 1,050 Michigan residents to

measure WMU overall brand awareness and perception - results reported CoA(added as part


report-07/11/2017)

Progress • The college uses HubSpot and other social media platforms to share

information, such as the college newsletter, upcoming events, and

outreach, etc. with targeted audiences, attracting visitors to the web site

and converting leads.

• The recruitment and outreach team has recently completed a virtual

reality video about the college and WMU to attract students.

• The College of Aviation has used summer camps to specifically target

prospective students who have demonstrated an interest in the field of

aviation. Using the camp as a tool to help solidify their interest, the time

is also used to educate the student on the benefits and value of attending

Western Michigan University.CHHS Recognition of programs offered in the College of

Health and Human Services

Use existing – and create new – ways to share

college and unit story(s).

• Centralized location (can be electronic) that lists all

programs in the college and notes Points of Pride

(e.g., Fulbright scholars, WMU Presidential Scholars,

Medallion awardees, and national rankings where

applicable)

• On an annual basis, each program reports on

graduation rates, placement rates and exceptional

placements (to be shared as part of the State of the

College activities

• Unit bulletin boards must be updated at least 3

times per fiscal year

Progress

CoEHD Increase organizational effectiveness and

adaptability

Enhance the college’s public relations and marketing Implement a social media campaign highlighting the

unique aspects and points-of-pride of our academic

programs

Completed A minimum of two social media posts were made each week during the

spring semester. A new social media campaign will begin in September

targeting Fall 2018 applicants.

Objective 5.2: Focused branding and marketing of Academic Affairs units and programs improve outreach, recruitment, yield, and retention of students.a: Implement consistent, targeted

marketing that is collaborative and

integrated to increase the visibility and

unique appeal of WMU’s


programs.

d: Use market data to drive

implementation of new high-demand

programs and review sustainability of

existing programs.

IE-9/5/2017 18


Strategies




Goal 1: Ensure academic excellence and program distinction necessary for students to be highly successful in their lives and careers. CFA Goal 4: Enhance CFA’s reputation and visibility in the

marketplace of ideas locally, regionally, domestically,

and internationally

4.4 Advance college marketing, branding, and

communication efforts

Strategy 4.4.a Initiate a unified college voice within

the WMU standards in order to establish, if not,

advance the CFA brand

Success Measure: Sustain the Create Gold campaign

in concert with Strike Gold university campaign

Completed Our marketing professional is maintaining the Create Gold campaign in

concert with Strike Gold. The most visible progress on this is the CFA blog

(http://finearts.wmich.edu/blog), among other strategies. This is the first

year in the history of CFA that we have had such a presence on social

media. Instagram, Twitter, Facebook activity had also ramped up, with KPI

reports indicating great success in our efforts.


(HCOB Goal 2)

Increase visibility and public recognition. (HCOB 2.5) Define and promote HCOB unique brand.

Publically release achievements of students/faculty

in media.

Develop and implement strategic communications

that increase awareness of HCOB.

Develop formal HCOB marketing plan.

Number of hits on website.

Alumni inquiries/donations.

Progress a. creating web site for alumni donations

b. Track analytics on web site

Enrollment

Management

Progress Incorporated new marketing concepts and improved messaging with new

branding and promotional materials. Used expanded digital technology

platforms for recruitment and moving away from the historical printed

material. Initiated the development of a virtual tour of campus.

CAS Develop a sustainable resource strategy (i.e.,


Improve outreach to prospective students and

increase yield rate of CAS admits

Develop new college-level recruiting materials By end of 2017 develop materials for major

programs in CAS

Completed Created "Discover Gold" foldout mailer that details the programs and

opportunities in CAS. Also, developed and/or revised and updated 15

information sheets for departments and programs that include: Biological

Sciences, Physics, Communication, Journalism, Psychology, Sociology, and

Africana Studies. All feature employment opportunities, careers, and

salary information. In addition, CAS has created a recruiting brochure that

details all RSOs in the college as well as revised and launched an

integrated Pre-Law website.

a: Implement consistent, targeted

marketing that is collaborative and

integrated to increase the visibility and

unique appeal of WMU’s


programs.

IE-9/5/2017 19

Documents

Goal 1: Ensure academic excellence and program …wmich.edu/sites/default/files/attachments/u450/2017/AA_Outcomes...Unit Unit Supporting Goal Unit Supporting Objective Unit Supporting