ࡱ> @ xbjbjFF +,,o&*******>b0b0b080,0>ShV1V1"x1x1x1222҄ԄԄԄԄԄԄ$R r*hD2"2hDhD**x1x1+ `G`G`GhD*x1*x1҄`GhD҄`G`GN**^x1J1 O`{b0ER0҄#0SE<`^>>*****^t2*7`G;>222>>$.b0Fv>>b0FACULTY SENATE AGENDA Date: March 15, 2006 3:00- 5:00 P.M. Place: Taft Botner Room, Killian 104 I. ATTACHMENTS A.Tentative minutes from February 16, 2006 B. Strategic Plan C. Curriculum Items II. ANNOUNCEMENTS A. Roll Call B. Approval of the Minutes of February 16, 2006 C. Presentation of the Strategic Plan: A.J. Grube C Administrative Report: Kyle Carter D. Senior Faculty Assembly Delegate, Gary Jones E. SGA President F. Staff Forum Chair G. UAC Chair H. University Librarian /Acting CIO, Bil Stahl I. Newt Smith, Chair of the Faculty a. Report from Marketing Committee b. Restructuring c. CONECC Elections d. University Web Page III. COUNCIL REPORTS A. Academic Policy & Review Council, Malcolm Abel, Chair 1. Review of Book Rental Policy 2. Service Learning B. Collegial Review Council, Jill Ellern, Chair a. TPR/AFE Document b. Review of Faculty Senators c. SAIs C. Faculty Affairs Council, Austin Spencer, Chair a. Workload IV. OTHER BUSINESS A. Old a. SACS b. Student Computer Requirement Task Force B. New C. Curriculum Items Minutes of the Faculty Senate February 16, 2006 Taft-Botner Room, Killian, 3-5 pm. I. ANNOUNCEMENTS A. Roll Call Members Present: Malcolm Abel, Richard Beam, Marilyn Chamberlin, Sheila Chapman, Cheryl Clark, Laura Cruz (Secretary), Jill Ellern, Deidre Elliott, Bruce Henderson, Frank Lockwood, Justin Menikelli, Nancy Newsome, Nancy Norris, Scott Philyaw, Alvin Proffit, Brad Sims, Newton Smith, Kathy Starr, Ben Tholkes, Shannon Thompson, John Williams, Marc Yops Members by Proxy: Patricia Bailey, Don Livingston Members Absent: Jim Addison, Stephen Ayers, Barbara Bell, Rick Boyer, Edward Case, Brian Dinkelmeyer, Gary Jones, George Mechling, Austin Spencer B. Approval of Minutes Motion to Approve Amended Minutes for January 18, 2006: Voice Vote, Passes Unanimously C. Introduction of University Planner Raymond Barclay is the new University Planner. RB: I will send e-mail with some background information. I have had previous experience working with the Faculty Senate on internal planning and charges (such as grades, adjuncts, class size, etc.). The office is available to support the work of the Senate and individual senators. We are in the process of reframing what the office does, including the availability of materials. The Faculty Senate welcomes Raymond Barclay to WCU. D. Administrative Report: Kyle Carter As of March 1st, we will have a new director of sponsored programs, Michelle Hargis. (Introduction by Scott Higgins, Dean of the Graduate School) Michelle comes to us from the University of Texas at Tyler and brings a wealth of experience including accounting and financial management. There is a great deal to be done in order to break down the barriers between principle investigators and others. Approval for the MA in Science and Entrepreneurship is nearly complete and there are other programs under review, including Motion Picture and Television Broadcasting, Forensic Science, and the MA in Forensic Anthropology. We continue to look at new programs for development. I am going to Chapel Hill next week with the document proposing a doctorate in Physical Therapy. Last year we were prevented from moving forward with this but the climate has changed. It is TPR season. Please see the memo on lessons learned. We are working to improve this process, especially by making it more clear. Please see the e-mail about CIO Bill Stahl. I encourage you to respond. I have already received about 50 responses. The meeting on restructuring went well and was well attended. Thanks to the committee for their work on the restructuring plan. The faculty responses are also welcome. There will be college meetings over the next 10 days or so, then the plan will come back to the Senate in March for its recommendations. After that, it will go to the Chancellor. The book cost study is nearly finished (see Chancellors Update for more information). The Board of Governors has been promoting efficiencies (thanks to Michael Dougherty for explaining the term rationalization of programs.). Chuck Wooten and I have been working on looking at whats working and whats not and coming up with recommendations to do more of the latter and less of the former. Erskine Bowles has challenged us to look at our Teacher Education programs. The system is also interested in graduation and retention rates. The system has always had a profound effect on usbut now its different. We are looking at ourselves critically in a positive way, but it takes work. Response: We will be able to see graduation rates by departments and majors? Response (Raymond Barclay): These will be available tomorrow Response (Kyle Carter): It is important for us not to be scattered and to focus on the important things first. We have to prioritize Rays time. E. Senior Faculty Assembly Delegate, Gary Jones: No Report F. SGA President: No Report G. Staff Forum Chair: No Report H. UAC Chair: No Report I. University Librarian /Acting CIO, Bill Stahl: No Report J. Chair Report 1. Faculty Salaries There will be money for faculty salary adjustments. It is retroactive and should be available this month or the next. This reflects the work done by the Faculty Senate three years ago, when a process was created to compare our salaries with those at peer institutions. This year, $297,000 is available to allocate. This does not correct the disparity but we are moving in the right direction. 2. Marketing Committee The marketing committee is meeting two times per week. There are 2 members of the faculty on the committee, Betty Farmer and myself. By sitting together at the same table, we are able to share information. There is no report at this point, but we are in the research/discovery stage. 3. Restructuring The Provosts meeting made it clear that restructuring has a potential impact on the Faculty Senate. The final order is not yet known, but it could change the composition of the Senate. The constitution specifies that members are chosen by college. CONECC and the Senate Planning Committee will have to work this out. Early indications suggest that we hold elections as if there are no changes and make corrections next year. Comment: Who calculates new representation? Response: The planning committee will discuss it then report the outcome to the full body. The reorganization may take place over several yearsthere are many unknowns at this point. We are basically going to punt and see what happens next year. Some of you may find out that you can serve out your term, but some may not. There will be turmoil. 4. CONECC There are 3 major offices to fill this election in addition to the normal councils and committees. 5. Senate Web Page [Presentation of Draft of Web Page] The web page was redesigned to make it easier to find information. There is the 30-second version, or highlights, that scroll across the top of the page. There is the 1-minuite version in drop down box form along the left side. There is greater depth of available information from the four information boxes further down the page. Thanks to Laura Cruz and Melissa Young for creating the page. 6. Other Comments Faculty Assembly The faculty assembly meets this week. The issues on the table are the use of books/book fees and the impact on academic freedom. We are one of only 20 institutions in the United States that uses a book rental system and we have had one since 1948. Appalachian State and Elizabeth City are about to back out of their rental systems but the President wants more schools to adopt one. Comment: I support having a list of books that students have to buy/rent up front for the following three years. That way, they have the books for reference. Comment: The Asheville Citizen Times just ran an article in which they suggest that western North Carolina is not getting its fair share of money from the State Lottery. How does that affect WCU? Response (Kyle Carter): I dont know, but I can find out. Well have to see what the legislature is going to do about the lottery. I will follow-up with an e-mail to the Senate. Comment: What about creating the position of Web Master for the Faculty Senate? Response: The content management system we will be adopting should take care of this situation but the Senate secretary will have to have technical skills. Comment: With the new revisions, the web page will have to be updated more regularly. Comment: What is the time commitment for the secretary? We should pay attention to how much time it takes to maintain the page and the sophistication necessary to keep the site updated and maintained. Comment: Up to now, the library has been supporting the web page. We should move this responsibility out of the library and either to an administrative or IT position. I move that we change the requirements for Senate secretary and either split up the responsibilities or ask IT to commit time to supporting it. Something needs to be done. Laura Cruz and Jill Ellern will gather information and present something on the issue at the next senate meeting. II. Council Reports A. Academic Policy and Review (Malcolm Abel, Chair) 1. Graduate School Administrative Categories The graduate school has made changes to reflect the new direction of the graduate school. They have now created 5 administrative categories for graduate students (refers to attachment). These have been approved by the graduate council. Motion for Senate Approval (second). Comment: Rationale for these changes? Response (Scott Higgins): The graduate school has had problems tracking students. There are also definitional problems. This document is specific in defining levels so that we can tease out students and programs in order to better keep track of them and to be clear with students about expectations. These categories are similar to those used by our sister institutions across the state. We would like this system to be in place in time for the BANNER implementation. Comment: The document states that normally non-degree status requires a 2.75 GPA. What does that mean in this context? Response (Scott Higgins): We are in the first phase of making our admission standards more rigorous. Perhaps we should remove this word. I dont know what impact this increased rigor will have on enrollment. Comment: If someone applies who already has a graduate degree, what do we look at? Response: They are exempt from the 2.75 qualification. Comment: This exemption should be specified in the document. [General discussion of specific, exceptional cases] Comment: If a program says that they would like to admit a student, even if they are below the minimum qualifications, what do you do? Response: We will review unofficial transcripts. Comment: Does this policy cover visiting students? Response: International students come on a regular admission status. Visitors fall under the temporary category. Motion: The document should be amended to include the following phrase, A graduate degree or graduate coursework may supercede consideration of the undergraduate GPA. Comment: This document has already been approved by the graduate council and the Academic Policy and Review council. Why are we second guessing the Graduate Council? Perhaps this should be send back to them for discussion before we amend it. Motion for Amendment Withdrawn. Motion to Approve the Document Withdrawn, Second Withdrawn. This motion is tabled until the next meeting of the Faculty Senate. Comment: If a student in an MA program is admitted conditionally then takes an undergraduate course as part of those conditions and makes below a B in that course (which requires a B or better), would they be suspended? Response: No. The undergraduate course is a pre-requisite. Nothing in the catalogue states that you have to meet the grade requirements of the graduate program for a pre-requisite. Recommendation that this be clarified to departments with graduate programs. 2. Book Rental We have finished our discussion of the Book Rental system and will present our findings to the Senate in March. 3. Service Learning Glen Bowman asked that service learning projects receive a notation on the students transcript. We asked him to appear before the council again with clearer guidelines about what constitutes a service learning project. 4. Tuition Waiver Motion for consideration of system wide tuition waiver as fringe benefit to faculty (Malcolm Abel). Second (Al Proffit). Voice vote-passes unanimously. We will take this motion to the Assembly. Tuition is set by the state legislature, not the UNC system. It is not equitable to all employees. B. Collegial Review Council (Jill Ellern, Chair) 1. Handbook The handbook committee is working hard on the TPR section. They will give the results to the Collegial Review Council. They have requested information on departmental reappointment guidelines (process and review). Section K has been preserved. 2. AFE reports for Faculty Senators A copy of the Senate attendance report is available for the purposes of first reading. Its main purpose is to document non-attendance. The report will be on the agenda for action in March. Comment: What about excused absences? Response: The Chair of the Senate or the committee has the opportunity to provide comments. Comment: What if you leave early? Response: Not noted on the document. Comment: This will make an unattractive job even more unattractive. This is designed to go to department heads. Are there other options? Response: To remove senators who do not attend. This document would give us a process for doing so. Comment: There is also the issue of communicating to the members of the Senate what their responsibilities are. The new web site would be beneficial for keeping track of committee/council membership and meeting times. 3. 80% Contracts The council is reviewing contracts for 80% positions. III. Other Business A. Old Business 1. SACS/QEP The QEP committee is creating a draft of the Quality Enhancement Plan to share with the campus community after Spring Break. 2. Computer Requirement Committee The Computer Requirement Committee is in discussions with Educational Testing Service for ĢƵparticipation with a competency test pilot program. B. New Business 1. Academic Problems Committee We need nominations for the Academic Problems committee, which determines if students may come back early from suspension or probation. Nominated: Bruce Henderson, Sheila Chapman 2. Academic Programs of Excellence We need nominations for the academic programs of excellence committee. Nominated: Frank Lockwood, Cheryl Clark Respectfully Submitted, Laura Cruz ĢƵ Strategic Plan (2006-2011) March 2, 2006  Preamble The Strategic Planning Committee, whose members were appointed by the Chancellor from every sector of the campus, began meeting during 2005s spring semester. The committee was charged with reviewing the University Mission Statement and developing a Strategic Plan that addresses the challenges the university faces as it responds to the changes in regional and global conditions and prepares our students to meet the conditions of the new millennium. The Strategic Plan contains a significantly revised Mission Statement, defines our Core Values, presents a succinct Vision for the future, and outlines eight Strategic Directions with accompanying Strategic Goals that will set the direction for the university and establish the priorities for funding for the next several years. The committee began with internal and external scans to define our strengths, weaknesses, opportunities and threats. Meeting throughout the spring semester and every week during the summer, the committee collected information from across campus and developed a draft for review by the university community. Following a revision which incorporates the community input, the committee will present the final document to the Faculty Senate, the Staff Forum, the Student Government Association, the Resident Student Association, the Administrative Council, and the University Advisory Council. At that point the Strategic Plan will be presented to the Chancellor, the Board of Trustees, and finally, the Board of Governors for final approval. Revising our Strategic Plan has become a crucial part of our SACS process. The Strategic Planning and Budgeting Committee will continue to meet after the plan is approved to ensure that the Strategic Directions are being implemented and to make adjustments as necessary to remain responsive to changes in the university or our partners. The Strategic Planning and Budgeting Committee will conduct a formal review of the strategic plan and mission statement no less than every five years. Characteristics and Purpose The strategic plan establishes specific long-term directions for Western based upon its core values, vision and mission in relation to the institutions perceived strengths, weaknesses, external opportunities and threats. The plan is a management tool that assists decision-makers in evaluating initiatives and allocating resources to reach institutional goals. The strategic plan includes parameters that help decision-makers: Establish priorities among competing initiatives; Determine whether new initiatives should be pursued; and Evaluate programs and services. Since a strategic plan is designed to have a life span of five or more years, the goals outlined in the plan must be robust and flexible. A strategic plan must be specific enough to provide direction, yet flexible enough to allow midcourse corrections in response to unforeseen conditions. The ultimate purpose of any strategic plan is to keep the institution working toward pre-established strategic goals/outcomes that decision-makers have identified as important to the institutions future. Relationship to Budget and Planning Guiding Principles ĢƵs Strategic Planning Committee has undertaken the charge of developing a mission, vision and set of strategic directions that are guided by the universitys commitment to: Accountable and open processes that are participatory and inclusive of voices from all stakeholder populations. Excellence in teaching, scholarship, and service with a special emphasis on the development of interdisciplinary, applied and experiential learning programs. Diversity and the facilitation of a global understanding that becomes manifest in proactive faculty, staff, and student recruitment and retention, academic and co-curricular planning. An understanding that the futures of the University and the region are intimately bound together in a reality that necessitates a proactive approach to partnering with the public and private sectors to address the intellectual, social, cultural and workforce needs of our communities. The importance of developing effective and accountable administrative structures that improve communication, integrate facilities and academic planning, align budgets with strategic priorities, and enhance the use of technology and information management. Vision ĢƵ will be a national model for student learning and engagement that supports regional development through its academic programs, public service and scholarship. Mission Statement ĢƵ is a premier regional comprehensive university with nationally and internationally recognized faculty dedicated to student learning. A constituent member of the University of North Carolina, the university offers courses in the arts, sciences, technologies, humanities, and professions through degree programs at the bachelors, masters, education specialist and doctoral levels. Western offers the advantages of a large university while maintaining its small college atmosphere. The universitys teacher-scholar model creates engaged learning opportunities that incorporate research and service through residential experiences and distance education options. ĢƵ is uniquely positioned to focus its educational programs, research and creative activities, and cultural opportunities toward improving individual lives and enhancing economic and community development in the region, state and nation. Core Values The university prepares students to become lifelong learners and responsible citizens in a global community. By working independently, collaboratively, and in teams, graduates of the University should demonstrate: Integrity, critical thinking, problem-solving, and both written and oral communication skills; Proficient and responsible use of information and technology; Appreciation for the arts, sciences, humanities, and technologies; Intellectual competence and professional and technical skills; and Continued personal development and lifelong learning. To encourage and protect the free and open interchange of ideas, the university strives to provide experiences that foster the development of respect among all its members toward the larger communities of which it is a part. Accordingly, the University encourages its students, faculty, and staff to display the following traits of citizenship: behavior characterized by honesty, integrity, and responsibility; service to others; awareness of and sensitivity to the concerns of diverse people and cultures; and commitment to stewardship of the natural and cultural environment. Strategic Directions and Strategic Goals Westerns strategic plan is based upon three subordinating constructs. Each construct plays a specific role in the strategic plan and the strategic planning process: They are: Strategic directions general statements of planned action consistent with the core values, vision and mission. Strategic goals moderately specific statements of action derived from the strategic directions that establish expected outcomes. Strategic initiatives specific action plans that are designed to reach the outcome(s) established by the strategic goals and have specific costs associated with them. Strategic initiatives are not published in the strategic plan document, but are used for more specific planning and budgeting purposes. Strategic directions are the heart of the strategic plan. They provide organizational structure and institutional focus and define the major long-term emphases or themes of the institution. Strategic directions are typically set only every five to six years but are reviewed annually. While new strategic directions may arise during this time, they are generally not expected to change significantly over the life cycle of the plan. Strategic goals give specificity to strategic directions and establish expectations of success. They, too, are key features of the written strategic plan. Strategic goals set the parameters for the institution in terms of how the approved strategic directions will be realized. Strategic initiatives, by definition, are those initiatives that 1) have institutional impact and 2) are directly linked to specific institutional strategic goals. All strategic initiatives include an action plan that outlines the unit(s) responsible for implementation, a timeline, resources needed, and performance targets. Westerns strategic directions and goals are as follows: Advance institutional quality with a special emphasis on academic excellence. Enhance the intellectual climate of the campus through student and faculty research and creative activities. Assure that all students acquire a broad and rigorous educational foundation. Expand faculty and staff development. Improve national reputation through increased expectations of students and faculty. Reward faculty and staff for achievement consistent with strategic directions. Reward high academic program performance consistent with strategic directions. Obtain external funding to support and enhance academic quality. Maintain a technology-rich environment to support student learning, research and creative activities. Advance academic engagement inside and outside the University as a central educational strategy. Expand service activities with external constituencies. Expand opportunities for student and faculty scholarship through research and creative activities. Develop expanded opportunities for student service learning activities across all curricula. Meet the expectations, challenges, and opportunities of a focused growth institution1. Increase opportunities for adult learners through distance learning and the use of creative learning structures. Grow enrollment through programs that address the needs of the region and state. Engage communities of interest in managing growth responsibly. Provide leadership in planned growth of the university and region by ensuring that infrastructure can meet demands and sustain Westerns growth. Respond to regional needs and opportunities. Strengthen the Universitys relationship with the Eastern Band of Cherokee Indians to identify and respond to areas of mutual interest. Maximize locational advantage in the development of programs and partnerships. Develop and support academic programs that respond to changing economic opportunities, technologies, and demographic trends. Develop programs that involve the students, faculty and the community in promoting regional development. Support programming, service, and research and creative activities to respond to regional needs. Expand educational outreach through development of regional partnerships. Develop the Millennial Initiative to integrate academic programming with economic development. 1 AJ will insert the UNC definition of focused growth institution here. Enrich the student experience. Enhance extracurricular programming with an emphasis on service, leadership, citizenship, and a stronger connection with the curricular experience. Enhance recreational facilities in quality, quantity, and scope. Continue to improve residential and related facilities (dining, meeting spaces, etc.) Facilitate and encourage a healthy, wellness-minded lifestyle. Improve the student dining experience. Schedule facilities and programming to accommodate student needs. Assure that the redesign of the campus incorporates a physical environment that promotes community and an appreciation of the outdoors. Provide a virtual experience for off-campus learners to savor Westerns rich culture. Prepare students to succeed in an increasingly diverse, interrelated global society. Expand the ethnic, cultural and intellectual diversity of students, faculty, and staff. Broaden the international opportunities and programs available to Western students. Encourage Western students, faculty, and staff to gain language proficiency. Increase the number of international students through recruitment and programming. Respond to the needs of an increasing Hispanic/Latino population in the state. Assure that services meet the needs of a diverse student body. Enhance the effectiveness of management processes. Improve management information systems and procedures that support data-based decision making, planning, and assessment. Implement seamless and reliable internal and external communication systems. Improve integration of planning and budgeting processes. Streamline day-to-day processes for greater efficiency. Create expanded funding opportunities that support university priorities. Develop relationships that encourage financial support from a variety of sources. Encourage continued governmental support for Western initiatives. Develop strategic processes that encourage collaboration with internal and external partners. Expand reward systems for faculty and staff consistent with achievement of strategic directions. Create an institutional climate promoting increased sponsored programs. CURRICULUM SUMMARY FOR FACULTY SENATE 3-15-06 NEW COURSE LIBERAL STUDIES CHIN 231 Intermediate Modern Chinese I (3) Continued study of Chinese language and culture. (P6) NEW COURSE LIBERAL STUDIES CHIN 232 Intermediate Modern Chinese II (3) Continued study of Chinese language and culture. (P6) LIBERAL STUDIES PROPOSAL JPN 101 Beginning Japanese I (3) Introduction to the study of Japanese language and culture. Emphasis on speaking. (P6) LIBERAL STUDIES PROPOSAL JPN 102 Beginning Japanese II (3) Continued study of Japanese language and culture. Emphasis on speaking. PREQ: 101 or equivalent. (P6)     PAGE  PAGE 14 %+67bx  # $ % ! 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