Academic Affairs Strategic Plan (Draft)

MISSION
As the core of the institution, the division of academic affairs provides leadership to establish and ensure excellence in the academic enterprise (teaching, research and service) within the context of the university mission.

VALUES
Advancement of Knowledge/Discovery – Believing that knowledge enriches all people, the pursuit and dissemination of knowledge is infused throughout our rich tradition of liberal arts, professional, graduate and post doctoral education, and fosters the personal and professional growth of all members of the academic community.   Intellectual curiosity along with innovation and creativity form a basis for success in a knowledge-based society through research, teaching and outreach.

Leadership – A culture of free and open inquiry in a shared governance model facilitates decision making at multiple levels. Members of the campus community are responsible and accountable to each other for making well-informed decisions. High levels of honesty and integrity characterize interactions and results will be open to review and evaluation.   A culture of continuous improvement encourages risk taking and innovation and serves as a basis for our pursuit of excellence.

Respectful and supportive environment - Civility, respect for human and intellectual diversity, and freedom insure that the academic community has an environment conducive to teaching, learning and the pursuit of knowledge. An adequate campus technology and support infrastructure as well as professional development opportunities for campus citizens reflect the importance of investments in student accomplishment, lifelong learning, and a knowledgeable workforce.

Contribution to Society : The engagement of faculty, staff and students in actively serving the broader community by sharing its intellectual resources enriches the culture and economic development of the community and the quality of life. Similarly, engaging in the cultural and economic strengths of our communities adds value to our teaching, research and service.

Quality and excellence of academic programs/units

• All units will identify appropriate national benchmark data and set goals to achieve excellence/distinction.
• Programs will articulate how they intend to achieve excellence/distinction in a viable and sustainable manner.
• Assessment of student learning outcomes will guide continual program improvement ( a full time assessment person will be hired for assessment of student learning).
• All programs for which national accreditation exists will be fully accredited.
• Quality improvement will be pursued for all programs through periodic evaluation and benchmarking (assessment of programs can lead to programmatic decisions).
• A set of aspirational peer institutions will be identified for Academic Affairs to use as models for innovation and best practices.
• Incorporate external input into the program review process.
• New prograNovember 8, 2004trengths and be responsive to emerging areas of knowledge and societal needs.
• A comprehensive review of existing programs as well as an external scan will be used to identify programs to be proposed, enhanced, or eliminated.

Faculty and their scholarly accomplishments

• A dynamic balance will be forged between enrollment, capacity, faculty teaching loads, scholarly effort, and engagement in professional and community service.
• UND will be able to attract, retain and advance a diverse mix of productive faculty of high caliber.
  • New faculty salaries and start-up will become increasingly competitive.
• Faculty salaries will reach the average of peer institutions by 2010.
• Faculty compensation will be based primarily on merit and accomplishment.
• Steady gains will be made in relieving compression at the higher ranks.
• Salaries among the various disciplines will better reflect market conditions.
• Increase scholarly and creative productivity.
• By 2010, >95% of the tenured and tenure-track faculty will hold a terminal degree in their discipline.
• Faculty accomplishment in teaching, scholarly activities, and service (all defined broadly) will be valued, evaluated, and rewarded appropriately.
• External input will be incorporated into the review process for all faculty.
• 10% annual increase in the # of discipline-appropriate peer reviewed accomplishments.
• Increased nominations and competitiveness for national awards/scholarships and fellowships.
• Hire a national awards coordinator to promote faculty, student and staff and monitor opportunities.
• Increase grant funding as resources allow.
• Ongoing faculty development will be provided for advising, teaching and research.
• Graduate student compensation will reach the average of peer institutions.

• A general education background will be provided to all undergraduate students that is relevant, meaningful, and sensitive to the multiple ways that students learn.  
• General education goals will be infused throughout the academic experience (i.e., including the 300-400 level and within the major)
• Consider reducing the general education requirement to 36 semester credit hours and the bachelor’s degree graduation requirement to 120 semester credit hours.
• An appreciation of the value of life long learning will be stressed to all students.   
• Students will increasingly participate in culminating experiences that demonstrate the integration of learning.  
• Opportunities to enhance faculty/student engagement will be provided.  
• All graduates will have learning experience outside the traditional classroom setting (undergrad research, internships, coops, study abroad, service learning, etc.).
• Critical analysis, effective communication, and sense of social responsibility will be basic tenets to model teaching and learning at both the undergraduate and graduate levels.
• UND will increase its admissions standards.
• Students will demonstrate increase competitiveness for national awards/scholarships and fellowships at both undergraduate and graduate levels.

Contributions to the state, the nation, and the world

• Deliver and expand the reach of credit bearing coursework, programs and certificates through outreach and continuing education
• Raise the level of public discourse
• Facilitate leadership in education, research and service especially with respect to underserved, rural, and American Indian populations.
• Make community engagement a requirement for faculty tenure, promotion, and merit increases.
• By 2010 double the number of faculty actively involved in service to relevant national professional organizations
• Provide both direct and indirect evidence of the contributions of academic affairs to economic development

• The academic resource allocation model including summer session and distance education will continue to be refined and used as the basis for strategic decision-making.
• Ensure Academic Affairs is structured appropriately to meet the goals of the strategic plan.
• Hire Assessment person
• Review summer session structure/model
• In partnership with the UND Foundation, fundraising in schools and colleges will be focused to make strategic and sustainable investments that are linked with strategic planning.
• A comprehensive Campus Master Plan will guide the development and implementation of an academic space plan.
• An integrated marketing plan will flow from the strategic plan and consistent and unified messages will assist in public relations, recruitment, retention and fundraising.
• Adequate academic support/resources will facilitate, teaching, learning, scholarship and service (library, technology, infrastructure, advising).
• A comprehensive study of clerical support staff in academic units will be conducted.
• The diversity (defined broadly) of students, faculty and staff will be increased.